ProjectSelectionC&ampamp;E&ampamp;FMEA2

Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,#,#,Belton Confidential:For training only,Project Selection,C&E&FMEA,Belton Group,Rex Wong,SixSigmaTerm,CTx,s:,CT,=,=“CriticalTo,”,”,CTS,-,-CriticalToachievingcustomerSatisfaction.Typically,this includes,butisnot limitedto,those parameterswhichare,CTQ,-,-CriticaltoQuality,CTD,-,-CriticaltoDelivery,CTC,-,-CriticaltoCost,SixSigmaLeadsyou to the,“,“Critical,”,”to Increase theEfficiency of theImprovementProcess.,.,.Work on WhatisImportant,2,SixSigmaTerm,KPOVs,:,:,KeyProcessOutputVariables.TheresultsofthecollectiveactionofKPIVs in aprocessona product,Theprocessoutputs critical to achievingtheCTXs,InGolf as an Example,Distancehitordegreesofflinefrom teetohole,KPIVs,:,:,KeyProcessInputVariables,.,.Those processvariables thatdirectlyand/or in conjunction withotherKPIVs,drivea changeinanoutputvariable,Club selection,stance,backswingvelocity,clubfaceangle,wristaction,follow,-,-through,3,SixSigmaTerm,Process Baseline:,Theaverage,longterm defectlevelofa processwhenallinputvariables in theprocess arerunning in an unconstrainedfashion,Process Entitlement:,Thebestcase,shortterm defectlevelofa processwhenallinputvariables in theprocess arecenteredandincontrol,Process Benchmark:,Thedefect level of theprocess deemedbycomparison to be thebest processpossible,4,Process Baseline,Process Baseline:,Theaverage,longterm defectlevelofa processwhenallinputvariables in theprocess arerunning in an unconstrainedfashion,Long-termBaseline,5,Process Entitlement,Process Entitlement:,Thebestcase,shortterm defectlevelofa processwhenallinputvariables in theprocess arecenteredandincontrol,6,Process Benchmark,Process Benchmark:,Thedefect level of theprocess deemedbycomparison to be thebest processpossible,Factory A,Factory B,Factory C,7,Project Selection,When youcreateaGreenBelt project,youshouldchoose theproject in softsaving or hard,-,-saving.,Hard-saving:Direct to productcost.Eg,reducescrap,waste,etc.,Soft-saving:Indirecttoproductcost butitwill increase group benefit,.,.Eg,save labourhour,reducerework cost,reduceWIP,reducemaintenancecost,etc,.,.,ItisrecommendedtochooseONEKPOVata time,.,.Multiple KPOVs willincreasethe complexityofthe projectand hence longertime to complete project,.,.,Project shouldcompletewithin2-4 monthstypically,.,.,Ideally,littleornonew investmentisneeded&use existing resourceswheneverpossible.,Itisbest if theprocess improvement canbeapplied to other products.,8,Project SelectionProcedure,Definethe typeofbenefittothegroup,(,(ie,CTx,),),Definethe processmetric fromstep1.,Find outthebaselinefromtheprocessmetricatleast2week+,(,(typically 8weeks,),).Ifnot,establishwith relatedfunctionalgroup.Makesure there is no shift/driftofyourprocess(ie,stable process,),),Locatethe entitlement or benchmarkoftheprocess.,Project shouldoffera targeted reductionoftheprocessmetricby70,%,%or significantlyenough to haveanimpact on thedefect,.,.,Discuss withyourmanager to start Measurephaseofthe project,.,.,9,TrendChartofproject,70%ofyourentitlement=,(Baseline,Entitlement)x70%,Thedataissimulatedand notpresentedasactual figure.,10,2 Types of Cause&Effect Analysis,1.FishboneDiagram-traditional approach to brainstormingand diagramming cause-effectrelationships.Goodtool whenthereisone primaryeffect being analyzed.,2.Cause-EffectMatrix-adiagramintableform showingthe directrelationships betweenoutputs,(,(Ys)andinputs(Xs,),),11,Fish-bonediagram,Theeffect(KPIV)beinganalyzedisdrawnontherightsideofthechartatthe endofa large arrow.Maingroupsofprobablecauses aredrawnasbranchestothearrow,.,.Foreachbranch,allpossiblecausesare identified,.,.,Advantages,Helpsorganizeandrelate factors,Providesa structureforbrainstorming,Involveseveryone,Drawbacks,Mightbecomeverycomplex,Requirespatience,Does notrank thecausesinanif-thenmanner,Main Category,Cause,Sub,-,-Cause,Root,Cause,Causes,Effect,Issue,Problem,12,Element of Fish,-,-bonediagram,Usually,therearesix elements(6M)for afish-bone diagram,:,:,Machines,Measurements,Men,Materials,Methods,Environments,(,(or Milieu),Fish-bonediagramisdevelopedbyteam,rather thanindividually,asitisbrainstormingprocess.,Fish-bonediagramcanbedrawnbyMinitab.,13,Example of Fish,-,-bonediagram,PotentialKPIVsare categorized in thebranchesof,cause,14,Cause,&,&EffectMatrix,Cause,&,&EffectMatrix,(,(C,&,&EMatrixorXYmatrix)isused to furthernarrow downthe KPIVs fromfish-bone diagram,.,.,C&EMatrix provides morerationalresultsthan fish,-,-bonediagram.,C&EMatrix is developedbyteam,notindividual.,Thescoreisprioritizedand thenfurtheranalyze by FMEA,.,.,15,C&EMatrix Processsteps,1.List downprocessoutputs(KPOVsorYs),Theoutputscanbeyourimportanttoyourcustomerand,/,/ornextprocess steps,16,C&EMatrix Processsteps,2.Rank outputswithrespect to customer importance,17,C&EMatrix Processsteps,3.List downkey inputs,(,(KPIVsorXs,),),18,C&EMatrix Processsteps,Youare ready to correlatecustomerrequirementstothe processinputvariables,Allowsufficient timefor assign