Lean Six Sigma DMAIC Workshop Green Belt Part 5 6 σ Green Belt 5/10/20151Green Belt Training.
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Transcript of 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
04/18/23 Green Belt Training 2
Cause & Effect Matrix
Cause & Effect Matrix
04/18/23 Green Belt Training 3
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
04/18/23 Green Belt Training 4
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
04/18/23 Green Belt Training 5
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)
04/18/23 Green Belt Training 7
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
04/18/23 Green Belt Training 8
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
04/18/23 Green Belt Training10
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
04/18/23 Green Belt Training 11
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
04/18/23 Green Belt Training 15
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
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
04/18/23 Green Belt Training 19
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
04/18/23 Green Belt Training 21
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
04/18/23 Green Belt Training 23
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?
04/18/23 Green Belt Training 24
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?
04/18/23 Green Belt Training 29
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
04/18/23 Green Belt Training 42
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