Professional Documents
Culture Documents
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Capability
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66,807
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3.4
Zst
PPM
6s Goal
Create robust processes
(Zst > 6s) and provide
long term process control
(Zsh < 1.5s)
Zlt = Zst - Zsh
.5
1.5
2.5
3.5
4.5
Zlt
Both fundamental process capability and long term
process control are needed to create and maintain
robust processes.
Over time, a typical process will shift and
drift by approximately 1.5s (Zsh = 1.5s)
Measure
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2000, QualityToolBox.com, LLC, all rights reserved
Key Process Elements
Process capability is based on 3 elements.
Process improvement is driven by
focus on these 3 elements
Are the process capabilities and
process requirements compatible?
Is the process in
control?
Is the process centered
to minimize the
potential for defects?
Measure
Improve
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2000, QualityToolBox.com, LLC, all rights reserved
Evaluate
Data Analysis
Detailed Data
Collection
Eliminate non-critical
factors
Establish potential
critical factors
Apply statistical tools to
verify critical factors
Identify
Critical
Factors
Measure
Improve
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How is Process Performing?
What are Vital Process Elements?
Assess
Current
Process
Establish Process
Entitlement
Assess Project Goals
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2000, QualityToolBox.com, LLC, all rights reserved
What is Entitlement?
Definition:
Entitlement is the best process capability that can be achieved without
significant investment.
Translation:
Using basically the existing process equipment/technology what is the
expected performance of the in control process.
Some Thoughts on Entitlement:
Entitlement is never static - there are always opportunities in a process
for incremental improvement.
The key in understanding entitlement is to know enough about the
process to recognize where the real opportunities lie!
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2000, QualityToolBox.com, LLC, all rights reserved
Establishing Entitlement
Short Term Process Capability
- Best Performance for current process
Best Practices
- Industry Standards, Journal
Recommendations, World Class Expectations
Process Benchmarks
- Competitive, Internal, Alternate Businesses
Entitlement is based on defining how really good processes
perform and assessing the existing process.
160 110 60 10
0.76
0.75
0.74
Observation
C
2
8
0.450
0.550
5.000
106.333
107.000
0.624
0.376
7.000
81.000
79.000
Approx P-Value f or Oscillation:
Approx P-Value f or Trends:
Longest run up or down:
Expected number of runs:
Number of runs up or down:
Approx P-Value f or Mixtures:
Approx P-Value f or Clustering:
Longest run about median:
Expected number of runs:
Number of runs about median:
Run Chart for C28
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2000, QualityToolBox.com, LLC, all rights reserved
Performance Benchmarking
When you know what you want to know, try
Benchmarking!
Your Product/Process/Service
Others
Product/Process/Service
?
Identify Differences
Use Data to determine
improvement opportunities
Direct/Indirect Sources
Measure
Improve
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2000, QualityToolBox.com, LLC, all rights reserved
Assess Project Goals
Current Process
Performance
Process
Entitlement
P
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c
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s
s
P
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r
f
o
r
m
a
n
c
e
(
s
)
Project Goal
too passive
Project Goal
too aggressive
Time
Realistic
Project Goal
Assure Project Goals are Realistic and Achievable
Measure
Improve
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2000, QualityToolBox.com, LLC, all rights reserved
Data Analysis
Eliminate Trivial Many
Qualitative Evaluation
Technical Expertise
Graphical Methods
Screening Design of Experiments
Identify Vital Few
Pareto Analysis
Hypothesis Testing
Regression
Design of Experiments
Quantify
Opportunity
% Reduction in Variation
Cost/ Benefit
Our Goal:
Identify the Key Factors (xs)
Measure
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2000, QualityToolBox.com, LLC, all rights reserved
Statistical Analysis
0.025 0.020 0.015 0.010 0.005 0.000
7
6
5
4
3
2
1
0
New Machine
F
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0.025 0.020 0.015 0.010 0.005 0.000
30
20
10
0
Machine 6 mths
F
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Is the factor really important?
Do we understand the impact for
the factor?
Has our improvement made an
impact
What is the true impact?
Hypothesis Testing
Regression Analysis
55 45 35 25 15 5
60
50
40
30
20
10
0
X
Y
R-Sq = 86.0 %
Y = 2.19469 + 0.918549X
95% PI
Regression
Regression Plot
Apply statistics to validate actions & improvements
29
2000, QualityToolBox.com, LLC, all rights reserved
Understand Variation & Sample Size
Help us determine whether observed differences are:
statistically significant
or
due to chance
(normal variation / sampling variation)
30
2000, QualityToolBox.com, LLC, all rights reserved
Establish Critical Factors
Process Map (+15 factors)
Graphical Analysis
(10-15 factors)
FMEA/Multi-Vari/Scatter
8-10
Screen Design / Regression
5-8
DOE / Hypothesis Testing
2-5
Vital
Few
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Trivial
Many
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2000, QualityToolBox.com, LLC, all rights reserved
Improve
Develop
Improvement
Plan
Optimize Key
Factors
Reduce
Variation/
Defects
Verify
Impact
Goals
Benefits
Timelines
Resources
Roles
Responsibilities
DOE
Process Limits
Implement
Improvements
Control Vital Xs
Capability
Analysis
Regression
Hypothesis
Testing
Assess against
Project Goal
Measure
Improve
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Implement & Validate Improvements
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2000, QualityToolBox.com, LLC, all rights reserved
Develop Plan
Objectives
(what)
Tactics
(how)
Tactic Goals
(how much/when)
Financial Goals
(overall impact)
Document & Track:
Matrix
Gantt
Form
Other
Measure
Improve
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Resources
(who)
Critical Factors
(where)
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2000, QualityToolBox.com, LLC, all rights reserved
Focus on Effort & Impact
I
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(
L
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,
V
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R
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d
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,
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)
Effort
(Time, Resources, Investiment,etc)
Focus on High Impact, Low Effort Improvement Opportunities
Low
High
High
Low
Measure
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2000, QualityToolBox.com, LLC, all rights reserved
Reduce Variation/Defects
Identify Controllable
Improvements
Mistake
Proofing
Statistical
Process
Control
Control Charts
Control Limits
Poka-Yoke
Fixtures
Systems
Measure
Improve
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Visual
Indicators
Visual Management
Pull systems
Focus Controls
on Vital Xs
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2000, QualityToolBox.com, LLC, all rights reserved
Optimize Factors
Perform Experiment
Interpret Results
Main Effects
Interactions
Significance
Optimize Prediction Model
Measure
Improve
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Use Design of Experiments to understand and
optimize process settings
A
B
Low High
Low
High
C
Low
High
Zi nc Copper Cl eaner
6
7%
10
0%
7
1%
10
0%
9
0%
10
0%
0.000620
0.000595
0.000570
0.000545
0.000520
T
h
ic
k
n
e
s
s
Main Effects Plot - Data Means for Thickness
Y = A + Bx
1
+ Cx
2
+ D x
1
x
2
+ ... Reduce Variation
Reduce Defects
36
2000, QualityToolBox.com, LLC, all rights reserved
Control Process Factors
55 45 35 25 15 5
60
50
40
30
20
10
0
X
Y
R-Sq = 86.0 %
Y = 2.19469 + 0.918549X
95% PI
Regression
Regression Plot
Process Input (X)
P
r
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s
s
O
u
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p
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t
(
Y
)
USL
LSL
Process
Limits
UCL
LCL
Specification
Limits
0 20 40 60 80
LSL USL
Before
10 20 30 40 50
LSL USL
After
Before
After
After
Before
s =1.5
s =3
Reduce Variation to gain
process performance and
expand process limits
Reduce defects by focusing control on process inputs
(Xs) not the output (Y)
Process
Variation
Measure
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2000, QualityToolBox.com, LLC, all rights reserved
Verify Improvements
Use statistical tools to validate the process improvements
0
1
2
3
4
5
6
7
-10.16 -0.06 10.05 20.15 30.25 40.36 50.46 60.56 70.67
Before
-2.40 6.61 16.71 26.81 36.92 47.02 57.13 67.23 34.64
After
Comparison of Distributions
0
0.01
0.02
0.03
0.04
0.05
0.06
0.07
-10.16 -0.06 10.05 20.15 30.25 40.36 50.46 60.56
Before After
Did we make a real improvement?
Do we have enough data to tell?
What is the true impact!
Process Performance
Measure
Improve
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2000, QualityToolBox.com, LLC, all rights reserved
Control
Implement
Control Plan
Leverage to
other Processes
Document &
Standardize
SPC
FMEA
Process Capability
Update Control
Plan
Similar Processes
Like Products
Procedures & Work
Instructions
Update Systems
Measure
Improve
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Assure Controls in Place to Maintain Improvements
Look for Leverage Opportunities
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2000, QualityToolBox.com, LLC, all rights reserved
Failure Modes & Effects Analysis
Process control plan linked to potential product / process failures.
Actions Results
0
0
0
0
0
0
0
R
P
N
Actions Taken
S
E
V
O
C
C
D
E
T
Resp
Target
Date
Recommended Action(s)
0
0
0
0
0
0
0
C
l
a
s
s
D
E
T
R
P
N
Potential Cause(s) /
Mechanism(s) of Failure
O
C
C
Current Process
Control(s)
S
E
V
Process Function
Reqts
Potential Failure
Mode
Potential Effect(s) of
Failure
Rank
Rank
Severity
Severity
Occurrence
Occurrence
Detection
Detection
1
2
3
4
5
6
7
8
9
10
Transparent Remote Certain
Endangerment Certain Remote Worst
Worst
Best
Best
FMEA risk analysis considers Severity, Occurrence and Detection
RPN =Severity (SEV) x Occurrence (OCC) x Detection (DET)
FMEA minimizes risk of Product /
Process failures by linking each
potential failure to a potential
failure mode/cause and evaluating
the associated risks (RPN)
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2000, QualityToolBox.com, LLC, all rights reserved
Process Control
100 50 0
80
70
60
50
40
30
20
10
0
-10
Observation Number
I
n
d
i
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u
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V
a
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u
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I Chart for C5 by C6
1
X=16.12
3.0SL=31.84
-3.0SL=0.3996
2
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Before After
Develop effective mechanisms to maintain control of
process improvements
Apply controls to process inputs -
Xs (not necessarily output - Y)
SPC
Other Examples of Control Mechanisms:
Go/No Go Gages for process inputs
Error Proof Designs
Poka Yoke Techniques
Equipment Indicator Lights
Etc.
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2000, QualityToolBox.com, LLC, all rights reserved
Control Plan
Measure
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Update process control plan to maintain improvements
Now we Understand the Problem / Defect Statement
Y = f ( x
1
*
, x
2
, x
3
, x
4
*
, x
5
, X
6
)
Process
(Parameters)
X
4
*
Output
X
3
X
2
X
6
X
5
X
1
*
Vital Factors included in Process Control Plan
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2000, QualityToolBox.com, LLC, all rights reserved
Rebenchmark Process Performance
Previous Process
Performance
New Process
Expectation
Adequate Controls in Place to Maintain Improved Process
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2000, QualityToolBox.com, LLC, all rights reserved
Leveraging
Measure
Improve
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Understand Drivers
Improvement applied to specific part / problem
Apply learnings
Across part families
Like processes
Similar technologies
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2000, QualityToolBox.com, LLC, all rights reserved
Six Sigma Summary
4 Step Methodology for Process Improvement
Measure
Characterize Process
Understand Process
Evaluate
Improve and Verify Process
Improve
Maintain New Process
Control
Roadmap for Performance Excellence