Lean Six Sigma DMAIC Workshop Green Belt Part 5 6 σ Green Belt 5/10/20151Green Belt Training.

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Lean Six Sigma DMAIC Workshop Green Belt Part 5 6 σ Gree n Belt 06/20/22 1 Green Belt Training

Transcript of Lean Six Sigma DMAIC Workshop Green Belt Part 5 6 σ Green Belt 5/10/20151Green Belt Training.

Page 1: Lean Six Sigma DMAIC Workshop Green Belt Part 5 6 σ Green Belt 5/10/20151Green Belt Training.

Lean Six Sigma DMAIC WorkshopGreen Belt Part 5

6 σ Green Belt

04/18/23 1Green Belt Training

Page 2: Lean Six Sigma DMAIC Workshop Green Belt Part 5 6 σ Green Belt 5/10/20151Green Belt Training.

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Cause & Effect Matrix

Cause & Effect Matrix

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Application Examples

Manufacturing –A process engineer on a continuous dye line wants to determine which process inputs have the greatest impact on customer color and shade requirements

Transactional –A customer service manager wants to determine which process inputs and steps have the most impact on customer satisfaction and order processing

Design –A design engineer wants to identify which product characteristics and parameters have the most impact on customer satisfaction and requirements

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C&E Matrix

The team develops an understanding of the greatest sources of variation within the process and pinpoints the critical few key process input variables that must be addressed to improve the key process output variables

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C&E Matrix

What

– A cause and effect matrix is a simplified matrix that gives focus to the inputs that are most likely to impact process output

– It relates the key inputs to the key outputs (customer requirements) using the process map as the primary source

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C&E Matrix

Why

– To determine key process input variables for performance improvement to best meet key process output variable requirements

– To identify which key process input variables (causes) most influence the key process output variable (effect)

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C&E Matrix

How

– Identify key customer requirements (outputs) from the process map

– Outputs are given a priority score according to importance to the customer (usually on a 1 to 10 scale, with 10 being most important)

– Identify all process steps and materials (inputs) from the process map

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C&E Matrix

Inputs are rated based on the strength of their relationship with output variables and given a correlation score as follows:

0 = no correlation1 = weak correlation2 = moderate correlation3 = strong correlation

Cross multiply correlation scores with priority scores and add across for each input

Sort and focus on the variables with the highest scores

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C&E Matrix

Who

Team critical success factors;

– Facilitator‘s skills

– Participants subject matter knowledge and experience

– Participants willingness to respectfully identify issues and rank them fairly

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C&E Matrix Form

Process Outputs

Importance

Process Step

Process Input

Correlation of Input to Output Total

0

0

0

0

0

0

0

0

0

0

0

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Example: Heat Treat

Diagnostic check for the C&E matrix:

An empty column would indicate that no input was ranked for a key output. Review and find at least one input to include

An empty cell indicates an input has no impact on the listed output

Hardness as

quenched

Hardness as

temperedResidual

temperatureNo

cracksProcess Outputs

10 10 10 8 Importance

Process Step Process Input Correlation of Input to Output Total

Heat in harden furnace

Furnace Temperature

3 2 50

Material Hardenability

3 3 54

Quench parte Quench Pressure

3 3 2 76

Heat in temper furnace

Furnace Temperature

3 1 40

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Two Approaches

Detailed Approach

– Place the detailed process outputs across the top of the matrix and rank

– Place the detailed process inputs down the side of the matrix starting with the first process step and moving to the last

– This approach is OK for small processes with relatively few steps

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Two Approaches

High Level Approach

Step 11. Place the high level process outputs across the

top of the matrix and rank2. Place the high level process steps down the

side of the matrix3. Correlate process step to outputs4. Pareto the process steps

Step 21. Start a new C&E matrix with the inputs from

the top three or four process steps

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The Two Approaches Compared

The high level approach is recommended when first starting a project

– This approach focuses the team and gives them a feeling that they are working on the important process steps first

– The high level approach gives you a running start at the FMEA and other future tools

The detailed approach should only be used for processes with a relatively small number of steps and inputs

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Example: Heat Treat

A 6 sigma team wants to eliminate hardness and cracking problems in a Heat Treat area

The team has completed a process map and they are ready to create a C&E matrix to identify the inputs that have the largest impact on customer satisfaction

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Example: Heat Treat

Heat in harden furnace

Quench parts

Inputs

PartsLoading grids

Parts loadedCorrect timeCorrect tempAtmosphereOKMetallurgy OK

Parts ready toQuenchQuench tempOKQuench pressure OK

Parts loaded

Parts ready to quench

Load parts into harden furnace

Outputs

Parts hardness OKResidual tempOKNo cracks

Parts ready to temperLoading grids

Inputs Outputs

Heat in temper furnace

Unload from

temper furnace

Ship to next operation

Load in temper furnace

Parts loaded Correct timeCorrect temp

Parts ready to unload

Parts loaded

Parts ready to unload

Parts hardness OKNo cracks

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Example: Heat Treat

We will use the high level approach to help us narrow our efforts to the process steps having the most impact on customer satisfaction

We will limit this example to 4 key process outputs

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Process Outputs

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Example: Heat Treat

Hardness as

quenched

Hardness as

temperedResidual

temperatureNo

cracksProcess Outputs

Importance

Process Step Process Input Correlation of Input to Output Total

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Example: Heat Treat

Hardness as

quenched

Hardness as

temperedResidual

temperatureNo

cracksProcess Outputs

10 10 10 8

Process Step

Process Input Correlation of Input to Output

ImportanceTotal

Importance Ratings – Higher score indicates more importance to

customer

- Ratings are based on severity if output fails to conform to specification

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Example: Heat Treat

Hardness as

quenched

Hardness as

temperedResidual

temperatureNo

cracksProcess Outputs

10 10 10 8

Process Step Process Input Correlation of Input to Output Importance Total

Heat in harden furnace

Furnace Temperature

Material Hardenability

Quench parts Quench Temperature

Quench Pressure

Heat in temper furnace

Furnace Temperature

Process Steps and Process Inputs

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Example: Heat Treat

Hardness as

quenched

Hardness as

temperedResidual

temperatureNo

cracksProcess Outputs

10 10 10 8

Process Step Process Input Correlation of Input to Output ImportanceTotal

Heat in harden furnace

Furnace Temperature

3 2 50

Material Hardenability

3 3 54

Quench parts Quench Temperature

3 3 2 76

Quench Pressure

2 1 1 38

Heat in temper furnace

Furnace Temperature

3 1 40

Process Inputs Correlation Scores –

Higher numbers indicate stronger

correlations

Ratings are: 3 = High correlation 2 = Moderate correlation 1 = Weak correlation 0 = No correlation

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Example: Heat Treat

Hardness as

quenched

Hardness as

temperedResidual

temperatureNo

cracksProcess Outputs

10 10 10 8

Process Step Process Input Correlation of Input to Output ImportanceTotal

Heat in harden furnace

Furnace Temperature

3 2 50

Material Hardenability

3 3 54

Quench parts Quench Temperature

3 3 2 76

Quench Pressure

2 1 1 38

Heat in temper furnace

Furnace Temperature

3 1 40

Process Inputs Total Scores – Higher numbers indicate greater impact on process outputs

Scores are product of output importance x correlation rating summed for each row. E.g., Quench pressure importance = 2x10 + 1x10 + 1x8 = 38

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Example: Heat Treat

Hardness as

quenched

Hardness as

temperedResidual

temperatureNo

cracksProcess Outputs

10 10 10 8

Process Step Process Input Correlation of Input to Output ImportanceTotal

Heat in harden furnace

Furnace Temperature

3 2 50

Material Hardenability

3 3 54

Quench parts Quench Temperature

3 3 2 76

Quench Pressure

2 1 1 38

Heat in temper furnace

Furnace Temperature

3 1 40

Diagnostic check for the C&E matrix:

An empty column would indicate that no input was ranked for a key output. Review and find at least one input to include.

An empty row would indicate an input that has no impact on the outputs listed. Did we omit a key output? Did we list a trivial input?

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Example: Heat Treat

The C&E matrix shows us that 5 key inputs from 3 process steps have the most impact on our process outputs

Highly ranked process inputs would then be evaluated with FMEA to discover:

– How those inputs might fail to perform

– How they might be controlled

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Example: Maintenance Support

Hardness furnace

temperature

Temper furnace

temperature

Quench Pressure Process Outputs

10 10 10 Importance

Process Step Process Input Correlation of Input to Output Total

Calibrate instruments

Planned maint schedule

3 3 60

Quench pumps maint

Planned maint schedule

3 30

Furnace elements maint

Planned maint schedule

3 3 60

This example shows how a maintenance area aligned their process steps and key inputs to the earlier example for Heat Treat. It was developed from a process FMEA following the Heat Treat C&E matrix.

Key inputs from the Heat Treat C&E matrix become columns (key process outputs) for this matrix.

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Change Management Checkpoint

Change Management Checkpoint

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Update Compelling Need

In Define, Compelling Need is based on assumptions, tribal knowledge and customer feedback

– Process, Structure, Culture, People

In Measure and Analyze, you NOW have Facts and Data

– Reassess and update Compelling Need and Threat/Opportunity Matrix documentation

Do assumptions still hold?Should assessment be modified based on data collected and identified root cause? Any surprises/shocks?

Are all members of the project team aligned in terms of the need for change?

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Assessment

Are all members of the project team still aligned in terms of the need for change?

Have we framed the need for change in such a way to reflect the concerns of all stakeholders

Would each team member deliver essentially the same message regarding the need for change if asked by someone outside the team?

Who are the key stakeholders affected by this project, and how much importance does each give to the project?

How can we help others increase their sense of the need for the change?

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Update Communication Plan

Stakeholder Management

Review and revise stakeholder list, if appropriate Ensure stakeholders are aware of current project status Confirm all stakeholders are engaged

Change Targets

Review and revise change targets list, if appropriate Provide overview of project objective Validate VOC and VOB results Provide clear definition of expectations (Operational Definition) when beginning to collect data Ensure a clearly defined feedback plan is in placeConvey messages and content appropriate to the audience

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Improve

Improve

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Improve Process Flow

Generate Improvement

Ideas

Create ”Should Be” or Future

State Map

Update FMEA

Implement Solution

Pilot

Validate Improvement

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Key Concepts

Improvement alternatives

Pilot

Validation

Future State

FMEA

Implementation

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Key Improve Phase Objectives

Lead a brainstorming activity

Create a should be/future state map

List the steps required for updating the FMEA

Lead a process improvement pilot

Analyze process capability to validate improvement gains

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Potential Solutions

Generating improvement alternatives is a three step process

Define improvement criteria

Generate possible improvements

Evaluate improvements and make the best choice

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Sources of Solutions

Generate Improvement

Ideas

Best Practices

Brainstorming

Ideas from other Projects

Project Goals

Six Thinking Hats

Discoveries during Analysis

Mind Mapping

Benchmarking Performance TargetsRoot Cause

Analysis

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Improvement Criteria

Example

Quality Correct delivery and location Within time specified

Time Process cycle time reduction Time to implement

Cost Total process cost reduction Cost to implementation Cost to operate

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Prioritization

Classify objectives in two groupsMusts

Absolute requirements that can be used to screen out unacceptable solutions

DesirablesComparison criteria that can be used as features and characteristics for comparison of one solution to another

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Prioritization

Clarify and refine improvement criteria for the desirables

Weigh the relative importance of these items

Most important = 10 Compare others to most important

What about the ―musts?

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Brainstorming – What?

Brainstorming is a structured method of generating unconstrained ideas/solutions and gaining engagement/involvement in the improvement process

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Brainstorming - Why

Brainstorming produces many ideas/solutions in a short time

Facilitates the creative thinking process Separates idea generation from the organizing/ assessment of the ideas

How

1.Set topic and establish guidelines2.Set a time limit and use all of that time3.Encourage contribution from everyone4.List all ideas presented5.DON’T EVALUATE THE IDEAS!6.Encourage rapid-fire activity level

Desired Outcome: Lots of ideas that need further evaluation

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Rules for Effective Brainstorming

Do Understand the issue, topic, or business area Allow individuals to complete their thoughts Build on existing ideas Be brief when stating an idea Organize & evaluate after session is completed Strive for quantity

Don’t Use idea assassins Make judgments, verbal or visual, as ideas are being offered Paraphrase an individual‘s idea when scribing Dominate the session

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Evaluating Solutions

Highest benefit vs amount of effort/ cost expended

1.Screen alternatives against musts criteria

2.Eliminate unacceptable alternatives

3.Make a go/no go decision

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Evaluation Matrix

Evaluation Matrix Concepts

Criteria Importance Rating 0 1 2 3

Sum of Positives

Sum of Negatives

Sum of Sames

Weighted Sum of Positives

Weighted Sum of Negatives