Executive Overview: A Strategy For Performance Excellence

Executive Overview
A STRATEGY FOR
PERFORMANCE
EXCELLENCE
1
 2000, QualityToolBox.com, LLC, all rights reserved
What is Six Sigma?
● Letter in the Greek alphabet (σ )
● “sigma” is a measure of the variation or

spread within a process.
● The sigma value is a metric that indicates

how well a process is performing.
● Six Sigma is a methodology to drive process

improvements by focusing on defect
elimination.
● In Six Sigma philosophy, sigma is a common

language that indicates how often
defects occur in a process.
Six
Six Sigma
Sigma is
is aa philosophy
philosophy and
and aa
methodology
methodology focused
focused on on defect
defect reduction
reduction
2
Process Performance Metric
σ (or Z) values, are used as a common process capability
metric and can be calculated for all data types.
➲ A good way to visualize Z:
Z is the number of times the standard

deviation will fit between the mean and
the spec limit. x USL
σ 2σ 3σ 4σ
It is a measure of the process variation

relative to the requirements.
➲ Why use Z?
Accepted standard notation for process

performance.
Z numbers are easier to put in

perspective.
3
Classical View of
Performance
Practical Meaning of 99% Good
✗ 20,000 lost articles of mail per hour
✗ Unsafe drinking water almost 15 minutes per day
✗ 5,000 incorrect surgical operations per week
✗ 2 short or long landings at most major airports each day
✗ 200,000 wrong drug prescriptions each year
✗ No electricity for almost 7 hours each month
3σ Capability 93.32%* Historical Standard
4σ Capability 99.38%* Recent Standard
6σ Capability 99.99966%* Industry Vision
* Long Term Yield assumes 1.5 σ shift.
4
The New Equilibrium
σ is a measure of how much
Internal &
External
Prevention & variation exists in a process
Appraisal
Failure
Costs
Costs
Old Belief
Costs
Old Belief
4σ High Quality = High Cost
Quality
Internal & Prevention &
External Appraisal
Failure Costs Costs
Costs
New Belief 4σ
New Belief
High Quality = Low Cost 5σ
6σ
Quality
5
Goal of Six Sigma
σ PPM
2 308,537 80 800000
70 From 5 to 6 700000
3 66,807 60 600000
50 500000
% Change
PPM % Change
PPM
40 400000
4 6,210 30 From 4 to 5 300000
20 200000
233
From 3 to 4
5 10
From 1 to 2
100000
0 0
1 2 3 4 5 6
6 3.4
Process Sigma
Process Defects per Million
Capability Opportunities
* Includes 1.5σ shift
Focusing on σ
Focusing on σ requires
requires thorough
thorough process
process
understanding
understanding and
and breakthrough
breakthrough thinking
thinking
6
Keys to Defect Reduction
Er
Eliminate the
on
ro
Unnecessary and Make it Difficult
r
a ti
the Confusing to do Wrong
Pr
c
(Kaizen) (Poka Yoke)
e
lifi
ve
mp
nt
ion
Si
Process Capability
Reduce the
Process Variation
(6σ )
Six
SixSigma
Sigmaprovides
providesaamethodology
methodologyandandtool
toolset
set
that
thatcan
canbe
beused
usedto
toidentify
identifyand
andreduce
reducedefects
defects
7
Key is Reducing Process
Variation Process
Process Reqt
Data
Data
Distribution ● Understand the Causes
Process ● Control the critical factors
Defects
0 1 2 3 4 5
Mission
Mission
Create
Create Robust
Robust Processes
Processes that
that
have
have Minimal
Minimal Potential
Potential to
to
Create
Create Defects
Defects
0 1 2 3 4 5
High Variation +
Poor Centering = Low Variation +
High Defects Centering =
Low Defects
0 1 2 3 4 5
8
Six Sigma
Methodology
4 Step Methodology for Process Improvement
Process Characterization Process Optimization
1) Measure 3) Improvement
• Identify Project Scope / Goal • Develop Improvement Plan
• Define Key Process Elements • Understand/Optimize Vital
• Establish Process Capability Process Elements
• Validate Measurement System • Reduce Variation / Defects
• Verify Impact
2) Evaluate
• Benchmark Process Measure 4) Control
Entitlement • Implement Long Term
• Data Analysis Control Plan
Evaluate
Control
• Determine Critical • Leverage to Similar
Factors Products/Processes
• Document & Standardize
Improvement
9
Strategy
Material Environment
Measurements
Methods Process
Output
(Parameters)
Machine
People
Define the Problem / Defect Statement

Y = f ( x1*, x2, x3, x4*, x5. . . Xn)
Y= Dependent Variable Output, Defect

x= Independent Variables Potential Cause
x* = Independent Variable Critical Cause
Use
Use Data
Data to
to Distinguish
Distinguish “Vital
“Vital Few”
Few” from
from “Trivial
“Trivial Many”
Many”
10
Strategy By Phase
Phase Step Focus
Process Characterization
Measure What is the frequency of Defects? Measure
(What) • Define the defect Y
Control
Evaluate
• Define performance standards Y
• Validate measurement system Y Improve
• Establish capability metric Y

Measure
Evaluate Where, when and why do Defects occur?
Control
Evaluate
(Where, When, Why) • Identify sources of variation X
• Determine the critical process parameters Vital X
Improve
Process Optimization
Improve How can we improve the process? Measure
(How) • Screen potential causes X
Control
Evaluate
• Discover relationships Vital X
• Establish operating tolerances Vital X Improve
Were the improvements effective?

• Re-establish capability metric Y, Vital X Measure
Control
How can we maintain the improvements? Y, Vital X
Evaluate
Control
(Sustain, Leverage) • Implement process control mechanisms
• Leverage project learning's Improve
• Document & Proceduralize
11
Six Sigma Tools & Modules
➲ Fundamental Quality Tools ➲ Statistical Process Control (SPC)

• Pareto Analysis
➲ Hypothesis Testing
• Process Mapping
• t Test
• Brainstorming
• Analysis of Variance (ANOVA)
• Cause-and- Effect
• Homogeneity of Variance (HOV)
➲ Process Characterization • Chi Squared (χ 2)
• Defectives
➲ Linear Regression
• Defects
• Variables Data ➲ Failure Mode and Effects Analysis
➲ Capability Analysis (FMEA)
➲ Measurement System ➲ Short and Long Term Analysis
Evaluation ➲ Power & Sample Size
➲ Design of Experiments
12
Measu Measure
re
Control
Evaluate
Improve
Define
Define Understand
Understand Collect
Collect Process
Process
Problem
Problem Process
Process Data
Data Performance
Performance
● Defect ● Define Process ● Data Types  Process Capability

Statement - Process - Defectives - Cp/Cpk
● Project Mapping - Defects - Run Charts
Goals ● Historical - Continuous  Understand Problem
Performance ● Measurement (Control or
● Brainstorm Systems Evaluation Capability)
Potential Defect (MSE)
Causes
Understand
Understand the
the Process
Process and
and Potential
Potential Impact
Impact
13
Define Problem
Measure
Control
Evaluate
✔ What do you want to improve? Improve
✔ What is your ‘Y’?
Reduce
Complaints
(int./ext.)
Reduce Reduce
Defects Cost
What are the Goals?

Problem
ProblemDefinitions
Definitionsneed
needtotobe
bebased
basedon on
quantitative
quantitativefacts
factssupported
supported by
byanalytical
analyticaldata.
data.
14
Understand Process
Measure
Control
Evaluate
Improve
Map
Mapthe
theProcess
Process
Identify
Identifythe
thevariables
variables--‘x’
‘x’
Measure
Measurethe
theProcess
Process
Understand
UnderstandthetheProblem
Problem--
’Y’
’Y’==function
functionof
ofvariables
variables-’x’
-’x’
Y=f(x)
Y=f(x)
To
Tounderstand
understandwhere
whereyou
you want
wanttoto be,
be,
you
youneed
needto
toknow
knowhow
howto
toget
getthere.v
there.v
15
Identify Factors - ‘x’
Measure
Control
Evaluate
Improve
From
Fromthe
the
Process
ProcessMap:
Map:
Preheat 2 Solder Pot Cooling
C temp. C pot height C speed
C proximity C solder height N direction
N purity
N solder support
Factors
Factors(x)
(x)
C temp.
N (noise factors):
factors that are uncontrollable, too costly to control or wish not to control.
How
How??
Brainstorm Scommon
✔✔Brainstorm (standard operating procedures):
sense procedures that describe how the process is run and
✔✔Interview
Interview identify certain factors to be monitored and maintained.
✔✔Experience
Experience Typically not parameters that would make sense to test
(e.g., prev. maint., training cleaning)
C (controllable process parameters): factors that can be manipulated to

see their effect on the product parameters.
16
Collect Data
Measure
Control
Evaluate
Improve
What
Whatdo
doyou
youwant
wantto
toknow?
know?
Process Performance
◆Defects
◆Rework What
Whatdo
doyou
youneed
needto
toknow?
know?
◆Scrap
◆Yield Measurement System
◆Z (Cp/Cpk)
◆Repeatability
◆Reproducibility
Customer Satisfaction ◆Timeliness
◆Complaints ◆Cost
◆Returns ◆Accuracy
◆Service ◆Adequacy
◆Performance
17
Process Capability Measure
Control
Evaluate
Six Sigma methodology uses data to characterize and drive
process improvements, focusing on centering processes that Improve
are off-target and/or reducing process variation.
LSL USL LSL USL
Off-Target On Target
Low Variation High Variation
High Potential Defects High Potential Defects
LSL USL
●●Variation reduction and process
Variation reduction and process
centering
centeringcreate
createprocesses
processeswith
with
less potential for defects.
less potential for defects.
●●The concept of defect reduction
The concept of defect reduction
applies
appliestotoALL
ALLprocesses
processes(not
(notjust
just
On-Target manufacturing)
manufacturing)
Low Variation
Low Potential Defects
18
“The Nature of the Problem”
Measure
Control
Evaluate
LSL USL Improve
Short Term Capability

Time 4 Estimates
Time 3
Time 2
Time 1
Long Term Capability

Estimate
Zlt = Zst - Zsh
Understanding
Understanding short
short &&long
long term
termcapability
capabilityprovides
provides
valuable
valuableinsight
insight into
intothe
the“Nature
“Natureof
ofthe
theProblem”
Problem”
19
“The Goal”
Measure
Control
Evaluate
Both fundamental process capability and long term
process control are needed to create and maintain Improve
robust processes.
Ζ st Ζ PPM
lt
2 .5 308,537
3.0
3 1.5 66,807
PM
4 2.5 6,210
P
50
“Control”
5 233
13
3.5
ZShift
1.5 6 4.5 3.4

M
M
PP
Over time, a ‘typical’ process will shift and
PP
drift by approximately 1.5σ (Zsh = 1.5σ )
7
80
3.4
66
6s Goal
Create robust processes
0 3.0 6.0 (Zst > 6σ ) and provide
Zlt = Zst - Zsh Z Short Term long term process control
“Capability” (Zsh < 1.5σ )
20
Key Process Elements
Measure
Control
Evaluate
Improve
Process capability is based on 3 elements.
Va
g
Is the process centered Is the process in
in
to minimize the
ria
control?
er
potential for defects?
tio
nt
Ce
n
Requiremen t
s
Are the process capabilities and
process requirements compatible?
Process
Process improvement
improvement is is driven
driven by
by
focus
focus on
on these
these 33 elements
elements
21
Evaluate
Measure
Control
Evaluate
Improve
Assess Identify
AssessCurrent
Current Data
DataAnalysis
Analysis Identify
Process Critical
Critical
Process Factors
Factors
● Establish Process ● Detailed Data ● Apply statistical tools to

Entitlement Collection verify critical factors
● Assess Project Goals ● Eliminate non-critical
factors
● Establish potential
critical factors
●● How
How is
is Process
Process Performing?
Performing?
●● What are Vital Process Elements?
What are Vital Process Elements?
22
What is Entitlement?
Measure
Control
Evaluate
Improve
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!
23
Establishing Entitlement
Measure
Control
Evaluate
Entitlement is based on defining how really good processes Improve
perform and assessing the existing process.

Run Chart for C28
● Short Term Process Capability 0.76
- Best Performance for current process
C28
0.75
0.74
10 60 110 160
Observation
Best Practices
Number of runs about median: 79.000 Number of runs up or dow n: 107.000
● Expected number of runs:

Longest run about median:
81.000
7.000
Expected number of runs:
Longest run up or dow n:
106.333
5.000
Approx P-Value for Clustering: 0.376 Approx P-Value f or Trends: 0.550
- Industry Standards, Journal

Approx P-Value for Mixtures: 0.624 Approx P-Value f or Oscillation: 0.450
Recommendations, World Class Expectations
● Process Benchmarks
- Competitive, Internal, Alternate Businesses
24
Performance Benchmarking
Measure
Control
Evaluate
Improve
When
Whenyou
youknow
knowwhat
whatyou
youwant
wantto
toknow,
know,try
try
Benchmarking!
Benchmarking!
Your Product/Process/Service
? Identify Differences
● Use Data to determine

Other’s improvement opportunities
Product/Process/Service
● Direct/Indirect Sources
25
Assess Project Goals
Measure
Control
Evaluate
Improve
Current Process
Performance Project Goal
too passive
Process Performance (σ )
Realistic
Project Goal Process
Entitlement
Project Goal
too aggressive
Time
Assure
Assure Project
Project Goals
Goals are
are Realistic
Realistic and
and Achievable
Achievable
26
Data Analysis
Measure
Control
Evaluate
Improve
Eliminate
Eliminate“Trivial
“TrivialMany”
Many”
●● Qualitative Evaluation
Qualitative Evaluation
●● Technical Expertise
Technical Expertise
●● Graphical Methods
Graphical Methods
●● Screening Design of Experiments
Screening Design of Experiments Identify
Identify“Vital
“VitalFew”
Few”
●● Pareto Analysis
Pareto Analysis
●● Hypothesis Testing
Hypothesis Testing
●● Regression
Quantify Regression
Quantify ●● Design of Experiments
Design of Experiments
Opportunity
Opportunity
●● % Reduction in Variation
% Reduction in Variation
●● Cost/ Benefit
Our Goal:
Cost/ Benefit
Identify the Key Factors (x’s)
27
Statistical Analysis
Apply statistics to validate actions & improvements
Hypothesis Testing
e
7 30
p ar ans
m e
Co le M ces
5
20
Frequency
Frequency
n
mp aria
4
a
3
10
S V
&
2
0 0
0.000 0.005 0.010 0.015 0.020 0.025 0.000 0.005 0.010 0.015 0.020 0.025
New Machine Machine 6 mths
Regression Analysis
Regression Plot
Y = 2.19469 + 0.918549X ● Is the factor really important?
R-Sq = 86.0 %
60
50
● Do we understand the impact for
y
tif s the factor?
40
e n p
Id nshi
Y
30
tio
20
10 Regression
ela ● Has our improvement made an

95% PI
R
h impact
0
5 15 25 35 45 55
bl is
ta
X
Es its ● What is the true impact?

Lim
28
Understand Variation &
Sample Size
Help us determine whether observed differences are:
statistically significant
or
due to chance
(normal variation / sampling variation)
29
Establish Critical Factors
Measure
Control
Evaluate
Improve
Process Map (+15 factors) Trivial

Many
Graphical Analysis
(10-15 factors)
FMEA/Multi-Vari/Scatter
e 8-10
ic
D
&
e Screen Design / Regression
il c
S 5-8
DOE / Hypothesis Testing
2-5 Vital
Few
30
Improve
Measure
Control
Evaluate
Improve
Develop
Develop Optimize
OptimizeKey
Key Reduce
Reduce Verify
Verify
Improvement
Improvement Factors
Factors Variation/
Variation/ Impact
Impact
Plan
Plan Defects
Defects
● Goals ● DOE ● Implement ● Capability
● Benefits ● Process Limits Improvements Analysis
● Timelines ● Control Vital X’s ● Regression
● Resources ● Hypothesis
● Roles Testing
● Responsibilities ● Assess against
Project Goal
Implement
Implement &
& Validate
Validate Improvements
Improvements
31
Develop Plan
Measure
Control
Evaluate
Improve
Tactics Resources
(how) (who)
Document & Track:

✔ Matrix
Objectives Tactic Goals
✔ Gantt
(what) (how much/when)
✔ Form
✔ Other
Critical Factors Financial Goals

(where) (overall impact)
32
Focus on Effort & Impact
Measure
Control
Evaluate
Improve
(Lower Cost, Variation Reduction, etc)

High
Impact
Low
Low High
Effort
(Time, Resources, Investiment,etc)
Focus
Focus on
on High
High Impact,
Impact, Low
Low Effort
Effort Improvement
Improvement Opportunities
Opportunities
33
Reduce Variation/Defects
Measure
Control
Evaluate
Improve
Identify
IdentifyControllable
Controllable
Improvements
Improvements
Focus Controls
on Vital Xs
Mistake
Mistake Statistical
Statistical Visual
Visual
Proofing
Proofing Process
Process Indicators
Indicators
Control
Control ✔Visual Management
✔Poka-Yoke
✔Fixtures ✔Pull systems
✔Control Charts
✔Systems
✔Control Limits
34
Optimize Factors Measure
Control
Evaluate
Use Design of Experiments to understand and Improve
optimize process settings
Perform
PerformExperiment
Experiment Interpret
InterpretResults
Results
High ● Main Effects

● Interactions
B High ●
Main Effects Plot - Data Means for Thickness
Significance
C
Cleaner Copper Zinc
Low 0.000620
Low
Low
A High 0.000595
Thickness
0.000570
0.000545
0.000520
0% 90
% 0 %
71
% 0 %
67
%
10 10 10
Optimize
Optimize Prediction
PredictionModel
Model
● Reduce Variation Y = A + Bx1 + Cx2 + D x1x2 + ...
● Reduce Defects
35
Control Process Factors
Measure
Control
Evaluate
Reduce defects by focusing control on process inputs Improve
(X’s) not the output (Y)

Regression Plot
Before
Before Y = 2.19469 + 0.918549X
R-Sq = 86.0 %
LSL USL
σ = 1.5 60
Process
USL
50 Variation
(Y)
40
Specification
Process Output
Limits
Y
30
0 20 40 60 80
20
10
LSL Process Regression
95% PI
Limits
LCL UCL
After
0
After
5 15 25 35 45 55
LSL USL
ProcessXInput (X)
Before
After
σ =3
Reduce
Reduce Variation
Variation to
to gain
gain
process
process performance
performance andand
10 20 30 40 50
expand
expand process
process limits
limits
36
Verify Improvements
Measure
Control
Evaluate
Use statistical tools to validate the process improvements Improve
Process Performance
Before After
7
0
-10.16 -0.06 10.05 20.15 30.25 40.36 50.46 60.56 70.67 -2.40 6.61 16.71 26.81 36.92 47.02 57.13 67.23 34.64
Comparison of Distributions
0.07
0.06
0.05
0.04
0.03
0.02
0.01
0
-10.16 -0.06 10.05 20.15 30.25 40.36 50.46 60.56
Before After
Did Using ls
Did we
we make
make aa real
real improvement?
improvement? e rify l Too
Do
Do we
we have
have enough
enough data
data to
to tell?
tell? V tica
t is
What
What is
is the
the true
true impact!
impact! Sta
37
Control
Measure
Control
Evaluate
Improve
Implement
Implement Leverage
Leverageto
to Document
Document&&
Control
ControlPlan
Plan other
otherProcesses
Processes Standardize
Standardize
● SPC ● Similar Processes ● Procedures & Work
● FMEA ● Like Products
Instructions
● Process Capability ● Update Systems
● Update Control
Plan
✔ Assure
✔ Assure Controls
Controls in
in Place
Place to
to Maintain
Maintain Improvements
Improvements
✔ Look
✔ Look for
for Leverage
Leverage Opportunities
Opportunities
38
Failure Modes & Effects
Analysis
Process control plan linked to potential product / process failures.
C Actions Results
S l O D R
Process Function Potential Failure Potential Effect(s) of Potential Cause(s) / Current Process Target
E a C E P Recommended Action(s) Resp S O D R
Reqts Mode Failure Mechanism(s) of Failure Control(s) Date Actions Taken E C E P
V s C T N
s V C T N
0 0
0 0
0 0
0 0
0 0
0 0
0 0
RPN = Severity (SEV) x Occurrence (OCC) x Detection (DET)

Rank
Rank Severity
Severity Occurrence
Occurrence Detection
Detection
1 Transparent Remote Certain Best
Best
2
FMEA
FMEA minimizes
minimizes risk
risk of of Product
Product // 3
4
Process
Process failures
failures by
by linking
linking each
each 5
potential
potential failure
failure to
to aa potential
potential 6
failure
failure mode/cause
mode/cause and and evaluating
evaluating
7
8
the
the associated
associated risksrisks (RPN)
(RPN) 9
10 Endangerment Certain Remote Worst
Worst
FMEA risk analysis considers Severity, Occurrence and Detection
39
Process Control
Measure
Control
Evaluate
Develop effective mechanisms to maintain control of Improve
process improvements
Before After
I Chart for C5 by C6
2
80
70
60
Other Examples of Control Mechanisms:
Individual Value
50
40 1
30 ● Go/No Go Gages for process inputs
3.0SL=31.84
20
10
X=16.12
● Error Proof Designs
0
-10
● Poka Yoke Techniques
-3.0SL=0.3996
0 50 100 ● Equipment Indicator Lights

Observation Number
SPC ● Etc.
SPC
Apply
Apply controls
controls to
to process
process inputs
inputs --
Xs
Xs (not
(not necessarily
necessarily output
output -- Y)
Y)
40
Control Plan
Measure
Control
Evaluate
Update process control plan to maintain improvements Improve
X4 * X5 X6
X3
X2 Process
Output
(Parameters)
X1*
Now we Understand the Problem / Defect Statement

Y = f ( x1*, x2, x3, x4*, x5, X6)
Vital
Vital Factors
Factors included
included in
in Process
Process Control
Control Plan
Plan
41
Rebenchmark Process
Performance
Previous Process
Performance
Co
nt rol
Pla New Process
n
Expectation
Adequate
Adequate Controls
Controls in
in Place
Place to
to Maintain
Maintain Improved
Improved Process
Process
42
Leveraging Measure
Control
Evaluate
Improve
● Understand Drivers
✔Improvement applied to specific part / problem
● Apply learnings
✔Across part families
✔Like processes
✔Similar technologies
43
Six Sigma Summary
4 Step Methodology for Process Improvement
Measure
Characterize Process
Evaluate Control
Understand Process Maintain New Process
Improve
Improve and Verify Process
Roadmap
Roadmap for
for Performance
Performance Excellence
Excellence
44

Executive Overview: A Strategy For Performance Excellence

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Executive Overview

● “sigma” is a measure of the variation or

● The sigma value is a metric that indicates

● Six Sigma is a methodology to drive process

● In Six Sigma philosophy, sigma is a common

➲ A good way to visualize Z:

Z is the number of times the standard

It is a measure of the process variation

Accepted standard notation for process

Z numbers are easier to put in

3σ Capability 93.32%* Historical Standard

4σ Capability 99.38%* Recent Standard

6σ Capability 99.99966%* Industry Vision

* Long Term Yield assumes 1.5 σ shift.

* Includes 1.5σ shift

Process Characterization Process Optimization

Define the Problem / Defect Statement

Y= Dependent Variable Output, Defect

(What) • Define the defect Y

• Establish capability metric Y

Evaluate Where, when and why do Defects occur?

(How) • Screen potential causes X

Were the improvements effective?

• Document & Proceduralize

➲ Fundamental Quality Tools ➲ Statistical Process Control (SPC)

● Defect ● Define Process ● Data Types  Process Capability

✔ What is your ‘Y’?

What are the Goals?

C (controllable process parameters): factors that can be manipulated to

are off-target and/or reducing process variation.

LSL USL LSL USL

Short Term Capability

Long Term Capability

Zlt = Zst - Zsh

1.5 6 4.5 3.4

Over time, a ‘typical’ process will shift and

Process capability is based on 3 elements.

● Establish Process ● Detailed Data ● Apply statistical tools to

Some Thoughts on Entitlement:

The key in understanding entitlement is to know enough about the

perform and assessing the existing process.

● Short Term Process Capability 0.76

- Best Performance for current process

● Expected number of runs:

- Industry Standards, Journal

Recommendations, World Class Expectations

● Use Data to determine

ela ● Has our improvement made an

Es its ● What is the true impact?

Process Map (+15 factors) Trivial

Document & Track:

Critical Factors Financial Goals

(Lower Cost, Variation Reduction, etc)

optimize process settings

High ● Main Effects

(X’s) not the output (Y)

RPN = Severity (SEV) x Occurrence (OCC) x Detection (DET)

FMEA risk analysis considers Severity, Occurrence and Detection

0 50 100 ● Equipment Indicator Lights

Now we Understand the Problem / Defect Statement

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