Project Selection, C&E & FMEA11653

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,Six Sigma Term,CTxs:,CT=“Critical To”,CTS-Critical To achieving customer Satisfaction.Typically,this includes,but is not limited to,those parameters which are,CTQ-Critical to Quality,CTD-Critical to Delivery,CTC-Critical to Cost,Six Sigma Leads you to the“Critical”to Increase the Efficiency of the Improvement Process.,Work on What is Important,2,Six Sigma Term,KPOVs:,Key Process Output Variables.The results of the collective action of KPIVs in a process on a product,The process outputs critical to achieving the CTXs,In Golf as an Example,Distance hit or degrees off line from tee to hole,KPIVs:,Key Process Input Variables.Those process variables that directly and/or in conjunction with other KPIVs,drive a change in an output variable,Club selection,stance,backswing velocity,club face angle,wrist action,follow-through,3,Six Sigma Term,Process Baseline:,The average,long term defect level of a process when all input variables in the process are running in an unconstrained fashion,Process Entitlement:,The best case,short term defect level of a process when all input variables in the process are centered and in control,Process Benchmark:,The defect level of the process deemed by comparison to be the best process possible,4,Process Baseline,Process Baseline:,The average,long term defect level of a process when all input variables in the process are running in an unconstrained fashion,Long-term Baseline,5,Process Entitlement,Process Entitlement:,The best case,short term defect level of a process when all input variables in the process are centered and in control,6,Process Benchmark,Process Benchmark:,The defect level of the process deemed by comparison to be the best process possible,Factory A,Factory B,Factory C,7,Project Selection,When you create a Green Belt project,you should choose the project in soft saving or hard-saving.,Hard-saving:Direct to product cost.Eg,reduce scrap,waste,etc.,Soft-saving:Indirect to product cost but it will increase group benefit.Eg,save labour hour,reduce rework cost,reduce WIP,reduce maintenance cost,etc.,It is recommended to choose,ONE KPOV,at a time.Multiple KPOVs will increase the complexity of the project and hence longer time to complete project.,Project should complete within 2-4 months typically.,Ideally,little or no new investment is needed&use existing resources whenever possible.,It is best if the process improvement can be applied to other products.,8,Project Selection Procedure,Define the type of benefit to the group(ie,CTx),Define the process metric from step 1.,Find out the baseline from the process metric at least 2 week+(typically 8 weeks).If not,establish with related functional group.Make sure there is no shift/drift of your process(ie,stable process),Locate the entitlement or benchmark of the process.,Project should offer a targeted reduction of the process metric by 70%or significantly enough to have an impact on the defect.,Discuss with your manager to start Measure phase of the project.,9,Trend Chart of project,70%of your entitlement=,(Baseline Entitlement)x 70%,The data is simulated and not presented as actual figure.,10,2 Types of Cause&Effect Analysis,1.,Fishbone Diagram,-traditional approach to brainstorming and diagramming cause-effect relationships.Good tool when there is one primary effect being analyzed.,2.,Cause-Effect Matrix,-a diagram in table form showing the direct relationships between outputs(Ys)and inputs(Xs),11,Fish-bone diagram,The effect(KPIV)being analyzed is drawn on the right side of the chart at the end of a large arrow.Main groups of probable causes are drawn as branches to the arrow.For each branch,all possible causes are identified.,Advantages,Helps organize and relate factors,Provides a structure for brainstorming,Involves everyone,Drawbacks,Might become very complex,Requires patience,Does not rank the causes in an,if-then,manner,Main Category,Cause,Sub-Cause,Root,Cause,Causes,Effect,Issue,Problem,12,Element of Fish-bone diagram,Usually,there are six elements(6M)for a fish-bone diagram:,Machines,Measurements,Men,Materials,Methods,Environments(or Milieu),Fish-bone diagram is developed by team,rather than individually,as it is brain storming process.,Fish-bone diagram can be drawn by Minitab.,13,Example of Fish-bone diagram,Potential KPIVs are categorized in the branches of cause,14,Cause&Effect Matrix,Cause&Effect Matrix(C&E Matrix or XY matrix)is used to further narrow down the KPIVs from fish-bone diagram.,C&E Matrix provides more rational results than fish-bone diagram.,C&E Matrix is developed by team,not individual.,The score is prioritized and then further analyze by FMEA.,15,C&E Matrix Process steps,1.List down process outputs(KPOVs or Ys),The outputs can be your important to your customer and/or next process steps,16,C&E Matr