Six Sigma For Chemical Engineers: George Liebermann

1
Six Sigma for Chemical Engineers

George Liebermann
Senior Engineering Fellow / Black Belt
Xerox Research Centre of Canada
AIChE Webinar
July 8, 2009
george.liebermann@xerox.com
2
Outline
1. Six Sigma Methodologies Overview
Six Sigma and Lean Six Sigma
Design for Six Sigma
2. Six Sigma / DMAIC
3. Implementing Six Sigma in Chemical Industry
4. Six Sigma Tool Box for Chemical Engineers
5. Summary
3
Six Sigma for Chemical Engineers
Six Sigma methodologies are normally implemented by companies
via training by consultancies and a company-wide organization is
usually put in place for implementation and continuous practice
There is a large body of literature: books as well as internet sites
that provide information at various levels
The goal of this short course is to provide an introduction to
Six Sigma:
- mainly for practicing chemical engineer and
- a guide to use the most relevant tools for chemical
engineering applications
4
The Greek symbol Sigma which means
standard deviation; a measure of variation
As Sigma (o, s) gets smaller the error in
predicting the result gets smaller
o = Standard Deviation
A statistical measure of a processs ability
to meet customer requirements (CTQs)
Process Six Sigma equates to 3.4 defects
per million opportunities or a Cpk =2
o = Measure of Process
Capability
Standard Deviation and Process Capability
Yield DPMO Sigma
69.2% 308,000 2
93.3% 66,800 3
99.4% 6,210 4
99.977% 230 5
99.99966% 3.4 6
Yield DPMO Sigma
Cpk = ~1.33
Cpk = 2
Six Sigma Methodologies Overview
(
LSL x
or
x USL
Min C
pk
3 3
o o o o
-6o -3o -2o -1o x +1o +2o +3o +6o
= o = o

2
1
1
)
=
n
i
i
n
x x
2
1
(
i
= o = o

2
1
1
)
=
n
i
i
n
x x
2
1
(
i
Sigma Percent
+/-1 sigma 68.27
+/-2 sigma 95.45
+/-3 sigma 99.73
5
Six Sigma Methodology
Evolved from TQM methods, procedures to reduce defects, statistics
Structured methodology for product and process
improvement / optimization and problem solving
Key features:
Customer requirements: specifications
Process thinking: understand the process
Data driven: reduction of variations, statistics, statistical
process control
Structured approach: defined phases (roadmap), checkpoints
Tool box: tools to select from
Generally: - top down (management championing),
- projects lead by trained Six Sigma Green Belts and Black Belts
- team approach
Standard Six Sigma methodology is based on a 5 phase roadmap:
DMAIC
Define Define Measure Measure Measure Measure Analyze Analyze Analyze Analyze Improve Improve Improve Improve Control Control Control Control
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Lean
Types of Wastes
Waste of Production
Waste of Time
Waste in Transportation
Waste of Processing
Waste of Inventory
Waste of People Movement/Time
Waste of Product (defective)
Lean: Methodology with tools/techniques to
reduce/eliminate the waste in order to reduce cost
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Lean Six Sigma (LSS):
Integration of Two Improvement Approaches
Goal: Less Waste,
Higher Speed
Focus: Identify and Eliminate
Waste and Delays
Method: Team Event/Inspection
Goal: Improve Performance on
Customer Requirements
Focus: - Eliminate Variation
- Optimize output
Method: - Use of DMAIC & Tools
- Use of trained individuals
(Black Belts, Green Belts)
Six Sigma
Culture + Quality
Lean
Lower Cost
After
Before
Before After
time Parameter (output)
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Design for Six Sigma (DfSS)
Success of Six Sigma in improvement of existing
processes/products lead to a search and development
of a similar methodology for new processes/products
DFSS (or DfLSS) Alphabet soup
While Six Sigma/DMAIC is well established, there are several
versions of DfLSS methodologies, for example:
DMEDI Define/Measure/Explore/Develop/Implement
DMADV - Define/Measure/Analyze/Design/Verify
IDOV Identify/Design/Optimize/Validate
ICOV Identify/Characterize/Optimize/Validate
DfSS uses many tools used in Six Sigma/DMAIC
DfSS not discussed in this webinar
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Six Sigma
DMAIC Improvement Methodology
Define
Measure
Analyze
Improve
Control
Define the problem or opportunity vs
customer requirements
Search for the key factors (critical Xs) with the
biggest impact and determine the root causes
Measure the process/product
performance
Develop and demonstrate solutions
to improve the critical Xs
Implement and monitor
the solution
Six Sigma / DMAIC
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Six Sigma
DMAIC Improvement Methodology
Guidelines for each phase:
- Objective
- Methodology
- Tool box
- Review readiness check
Measurable Objectives agreed upon in the Define phase to be
monitored throughout the project
Six Sigma / DMAIC
Tollgate (Phase Gate) Reviews after each phase
Structured, well suitable for chemical engineers
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Six Sigma in Chemical Industry
Six Sigma/DMAIC:
problem solving / improvement in existing processes and/or products
Chemical process/product (manufacturing)
Process demonstration, including pilot plant
Pilot plant/semi-works interim production
Technical Support Activities
- Analytical Methods and Quality Control
- Maintenance
- Utilities
- Others
Other Processes (work process improvements)
- Engineering
- Purchasing
- Inventory Management and Sales/Marketing
- Others
Implementing Six Sigma in Chemical Industry
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Six Sigma in Chemical Industry
Typical Six Sigma opportunities for chemical engineers
(Chemical) Process/Product Problem Solving
Yield
Cycle time
Product or Intermediate Quality
Equipment or Instrumentation/Control Performance
(Chemical) Process/Product Optimization or Improvement
(same as above)
Off-line Process/Product related
Analytical/QC problem solving or improvements
Maintenance, Utilities and other support processes
Raw Materials
Implementing Six Sigma in Chemical Industry
13
Six Sigma
DMAIC Define Phase Tasks
1. Define why, what, goal, how, when, who: Charter
2. Review the process
Walk the process
Supplier-Input-Process-Output-Customer (SIPOC) Map
Update PFDs, P&IDs High-level Map, Value Stream Map
3. Review specifications/targets
Voice of Customer (VOC) and/or Voice of Business
Critical Customer Requirements (CCR) key deliveries/results needed
4. Identify and secure resources (material and personnel)
5. Sketch out Project Plan/Schedule (eg in Microsoft Project)
6. Assess expected financial benefit
Define
Measure Measure Measure Measure Analyze Analyze Analyze Analyze Improve Improve Improve
Improve
Control Control Control Control
Six Sigma Tool Box for Chemical Engineers
Six Sigma terms are in blue and red
Red items further details
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Guidelines for Charter Content
Project Title Date:
Project Sponsor: Deployment Manager:
Stakeholders:
Black Belt:
Green Belt:
Business Case/Impact

Opportunity/Problem Statement

Goal Statement

Project Scope

Project Plan

Resources

Why should this be done
What is the benefit
Does this project align with the business needs
What is the projected value of the project ($)
What is the concern and impact
What is wrong or not working
Opportunity lost or potential benefit
Measurable Goal definition
What are the deliverables
How will the project be done
What are the boundaries of the project
What is not within scope
When will it be done
Major milestones (tollgates)
Proposed date of completion
Who is in the team - roles & responsibilities
Time allocation
Expected expense and capital spending
Normally the Black Belt/Green Belt, with help from team, develops the Charter.
WWGHWW
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SIPOC
Supplier-Input-Process-Output-Customer Map
Process Name: DBP Process Name: DBP
Process : Process : Building C Building C
Suppliers Inputs Process Output(s) Customers
Occidental Chem.
Vista Chemical
Eastman Chemical
Penta Manuf.
Goldschmidt Chem.
Calgon
Local Disttributor
Plant facilities
Phthalic anhydride
Butanol
pTSA
Activated carbon
Sodium Hydroxide
Steam
Cooling Water
Vacuum
Raw Materials Charging
- Molten PA addition
Reaction
- Heat-up, reaction,
reactor discharge
Washing steps
- Neutralization
- Water washes
Steam Stripping
- Continuous distillation
Act. Carbon Treatment
and Filtration
- Treatment
- Filtration and pump to
storage
Dibutyl Phthalate
Wet butanol
Aqueous waste
Internal
QC Lab
Distribution
Sales
External
Bulk customers
Distributors
Very useful for overall review of process/product. Supports:
- High-level Process Map (Process Flow Diagram)
- Value Stream Map (P&ID or enhanced PFD)
- Identification of Key Outputs (Ys) and Inputs (Xs) towards Y = f(X)
(Cause end Effect info)
Problem: Dibutyl Phthalate color is sometimes out of specification
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Value Stream Map (VSM)
Goal:
Update of all process information required for the project
Update existing PFD/P&IDs
Break down process steps, materials quantities and flow
Record all process steps/times (value-add and non value-add)
Add all measurement points, samples for QC, etc
Record all known info/values: process parameters, metrics
Team check: walk the process
VSM: An updated/enhanced version of
Process Flow Diagram (PFD)
or Process & Instrumentation Diagram (P&ID)
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Six Sigma
DMAIC Measure Phase Tasks
1. Review Key Process & Product Parameters
(Key Input, Process and Output Variables)
2. Establish what needs to be measured/analyzed and HOW
(Operational Definitions )
3. Validate Measurement Methods Measurement System Analysis
(MSA)
4. Data Collection Plan (historical and new)
5. Collect Data Data Organizing Tools
6. Baseline (current) Process Capability Analysis
Define
Measure Measure Measure Analyze Analyze Analyze Analyze Improve Improve Improve Improve Control Control Control Control
Measure
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Select what to measure
Key Input, Process and Output Variables
X
1
: Raw Materials Quality (x
11
, x
12
) Y
1
: DBP Color
X
2
: Process Conditions (x
21
, x
22
) Y
2
: DBP Purity
X
3
: Equipment conditions (x
31
, x
32
) Y
3
: Process Cycle Time (cost factor)
X
4
: Individual Process Steps Time (x
41
, x
42
)
Y
i
= f(X
1
, X
2
..)
Process Name: DBP Process Name: DBP
Process : Process : Building C Building C
Suppliers Inputs Process Output(s) Customers
Occidental Chem.
Vista Chemical
Eastman Chemical
Penta Manuf.
Goldschmidt Chem.
Calgon
Local Disttributor
Plant facilities
Phthalic anhydride
Butanol
pTSA
Activated carbon
Sodium Hydroxide
Steam
Cooling Water
Vacuum
Raw Materials Charging
- Molten PA addition
Reaction
- Heat-up, reaction,
reactor discharge
Washing steps
- Neutralization
- Water washes
Steam Stripping
- Continuous distillation
Act. Carbon Treatment
and Filtration
- Treatment
- Filtration and pump to
storage
Dibutyl Phthalate
Wet butanol
Aqueous waste
Internal
QC Lab
Distribution
Sales
External
Bulk customers
Distributors
Input Metrics Process Metrics Output Metrics
Quality
Speed
Cost
Reaction time
Number of washes
Stripping steam rate
AC treatment and filtration time
UMC (rework yes/no)
Phthalic Anhydride
Melt Color
Acid number
Butanol
Color
% Assay (GC)
pTSA
% assay
Weight of raws
Reaction temperature
Vacuum
Acid Number (end of reaction)
NaOH amount
Acid Number (after washes)
Stripping Temperature, Vacuum
% Assay (GC)
Specific Gravity
Color (APHA)
Acid Number (mg KOH/g)
Flash point (oC)
Overall process time
Process Time
Rework Time, if any
Tools for Y and X selection:
SIPOC,
Value Stream Map
Cause and Effect Diagram
In a chemical engineering project the
key output (Y) is usually well defined,
however several secondary Ys may
need to be addressed
Problem:
Dibutyl Phthalate color
is sometimes out of spec
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Ishikawa Cause & Effect (Fishbone) Diagram
Tool to Determine Key Input, and Process Variables
Materials Process Equipment/Facilities
Procedures/Policies Measurement
:
-
Effect
(Y)
,
Potential cause
People
Potential cause
Potential cause
Potential cause
Potential causes (Xs)
Cause Categories
Potential cause
Potential cause
Potential cause Potential cause
Raw Materials Synthesis Conditions Post-synthesis
Equipment Color Measurement
:
DBP
Color
,
Operator
Lab bias
APHA/Hazen
CIELAB
N2 purging procedure
Reactor bottom valve
Reactor seal
Sources
Reducing
Agents
Decolorizing
agents
Neutral. Temp.
pTSA color
PA color
Inerting procedure
Inert Gas
Reaction
temperature
Reaction time
Reactor
Discharging
Temperature
RM addition
PA impurities
Procedures/Execution
Stripping column
RM addition
Butanol Imp.
Team contribution:
brainstorming, available info,
assumptions
Problem:
Dibutyl Phthalate color
is sometimes out of spec
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Validate Measurement Methods - MSA
Are the measurements methods good enough?
A Measurement System Analysis (MSA) assesses how much variation
is associated with the measurement system and compares it with the
process variation (and specifications)
Main Tool: Gage R&R assesses the percentage measurement variation
(repeatability and reproducibility) represents of the variation of the process.
Gage R&R results:
Under 10%: Acceptable measurement system.
10% to 30%: May be acceptable.
Over 30%: Unacceptable measurement system
Repeatability same operator
Reproducibility different operators
Software packages like Minitab and JMP have standard MSA (Gage R&R)
programs
Less expensive versions available from Six Sigma Consultancies (Excel based)
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Data Organizing Tools
Control Charts
Lots
Y
i
e
l
d
,

%
71 64 57 50 43 36 29 22 15 8 1
100
90
80
70
60
_
X=81.42
UCL=98.70
LCL=64.14
Historical yields
Pareto Charts
Yield target =90%
X-bar = 81.4%
Process in control, but Mean (X-bar)
for yield significantly under target
process is not capable
0
10
20
30
40
50
60
Butanol
impur.
Butanol
color
Time over
8hr
pTSA color PA color PA Impur.
C
o
u
n
t
In Excel:
Bar (Column) Chart using Sort
In Minitab
Ranking based on frequency of occurrence Upper and Lower Control Limits
+/- 3 sigma
Helps select vital few from
trivial many 80/20 rule
For Analyze phase
22
Baseline Process Capability Analysis
Process Capability index - C
p
C
p
=
Process Capability:
Voice of the Customer (spec. limits) vs Status of Business (control limits)
Accepted Variation (Specification)
Process Variation
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LSL - USL
C
p
=
Clarifies current status and will allow analysis/comparison of future improvements
3o
+3o
LSL
USL
Process Variation - 99.65% of values
Target
Cannot be used unless there are both lower (LSL) and upper specification (USL) limits
If process mean not centered on target results can be misleading
C
pk
is the most common index for process capability
For cases where both LSL and USL is specified, the smaller Cpk number is reported
Typical manufacturing goal for C
pk
is 1.33 - Sigma Qual. Index (SQL) of 4
(
LSL x
or
x USL
Min C
pk
3 3
X
_
A SQL is equal to a Cpk of 2.0
6o
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Six Sigma
DMAIC Analyze Phase Tasks
1. Data and Process Analysis Tool box
2. Lean Opportunities - Non-Value Added Analysis
3. Identify most likely causes of the problem - Prioritize Critical
Input and Process Variables (Xs) for Y = f(X)
4. Root Cause Proof/Experimentation
5. Summary/documentation of cause/effect findings
Define
Measure
Analyze
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Data and Process Analysis
Root Cause Analysis Hypotheses for root causes of problem
Data: Statistical and other Six Sigma tools
Descriptive statistics and Data distribution - Excel
Control charts Excel applications
Pareto Charts - Excel (column charts sorted)
Regression Analysis Excel y=f(x) with R
2
Hypothesis Testing (t-test and ANOVA) - Excel
Process: Six Sigma tools
Brainstorming
Process Maps PFD, P&ID
Cause and Effect (Fishbone) Diagram
Failure Mode and Effects Analysis (FMEA)
Non-Value Added Analysis
25
Hypothesis Testing
statistical treatment
:
2 1 0
= H
1. 1 sample t-test: Compares sample mean to historical mean or target
2. 2 sample t-test: Compares means of two samples
1. One way ANOVA: Compares means of more than two samples
2. Two way ANOVA: Compares two samples with multiple factors
Ho - null hypothesis: the mean of a sample/population is equal to.
Ha - alternative hypothesis: the mean of a sample/population is not
equal to.
e.g. for two equal means the
difference is zero
:
2 1
=
a
H
nothing changed
26
lean tool
Non-Value Added Analysis
Identifies Process Steps or Process Time which does not add value to the
Process/Product
Categories:
Customer Value Added (CVA) meets a customer need
Business Value Added (BVA) required to be in business
Non-Value Added (NVA) not required for customer/business needs - waste
Customer Value Added (CVA)
customer sees the value, e.g. synthesis, purification
should be considered for optimization
Business Value Added (BVA)
required to complete the process/product, e.g. QC, maintenance, change-over, transfers
should be optimized and reduced
Non-Value Added (NVA)
not required, waste in the process, e.g. rework, storage/inventory, holding/delays, extra process time
should be eliminated
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Experimentation for Proof of Cause-Effect
Experimentation to prove hypothesis:
Confirm information from analysis of existing data
preferably in lab or pilot plant, sometimes at manufacturing scale
Experimentation
one factor at a time (OFAT)
design of experiments - DOE (designed experimentation)
Design of Experiments The variation of controllable factors
(independent variables, Inputs, Xs) at different levels in order to
assess their effect on the response (dependent variable, Output, Ys)
28
Six Sigma
6. DMAIC Improve Phase Tasks
1. Generate/Develop Potential Solution(s)
2. Establish Evaluation Criteria Quality, Cost, Delivery, Safety
3. Select Best Solution(s) Pair-wise Comparison, Pugh Matrix
4. Risk Assessment Failure Modes and Effects Analysis (FMEA)
5. Pilot/Demonstrate Solution
Define
Measure
Improve
29
Pair-wise Comparison/Ranking:
Pairwise Comparison Example
Distillation Yield Improvement
Solution Ranking/Preference
Replace all valves 1 1 1 1 4
Install blanks 1 1 1 3
Change Control Program 0
Install check valves 1 1 2
Replace Column 1 1
Compare Solutions in
Pairs
Solution Selection Tools
Pugh Matrix:
1. List Requirements/Evaluation
Criteria
2. Assign Weight to each Evaluation
Criteria
3. List Solutions to be assessed
(< 8-10)
4. Current process is the Baseline
5. Fill in Pugh Matrix
6. Rate Solutions vs baseline:
+, 0, -, or ++, +, 0, -, --
7. Compute
8. Compare Totals (Pareto)
9. Select solution
Evaluation Criteria (VOC/VOB)
Quality, Cost, Delivery
Total
Weight
(Importance
Ranking)
(1-5)
Solution 4
Pugh Matrix - Which solution is the best
Baseline
(Current
process)
Solution 1 Solution 2 Solution 3
Solutions
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Failure Modes and Effects Analysis (FMEA)
Proposed
Solution/Change
Potential
Failure Mode
Potential Failure
Effects
Potential
Causes
Current
Controls
R
P
N
Actions
Recommended
Resp.
Description of
change as per
proposed
solution
Negative
Impact,
Failure, or
Error
Impact on
Output
Variables
(identified risk
items )
What could
cause the
problem
Existing
controls and
procedures
To avoid/reduce
occurrence
and/or improve
detection
S
E
V
E
R
I
T
Y
O
C
C
U
R
A
N
C
E
D
E
T
E
C
T
I
O
N
Process / Product FMEA in Improve
Rating Scale:
1 not severe, not likely to occur, likely to detect, to
10 very severe, very likely to occur, not likely to detect
Severity - Importance of the effect on customer requirements.
Occurrence - Frequency (or probability that it will occur).
Detection - The ability of current controls to detect, before or after occurrence
In Improve:
List of Proposed Changes
Recommended Actions if
problem occurs
Responsibility
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Pilot/Demonstrate Solution
Performed on a small scale (equipment or time)
Confirms with data the expected improvements
Reduces risk of failure, exposes issues
Will make the full scale implementation more effective
Compare results with baseline Process/Product
Tools:
Descriptive statistics, histograms
2 sample t-test compare mean of Improve results vs baseline
ANOVA (ANalysis Of Variance) compare mean of Improve
results vs 2 or more baseline set of results
Process capability (Cpk) vs baseline
32
Six Sigma
7. DMAIC Control Phase Tasks
1. Modify/Develop Standard Operating Procedures (SOP)
2. Develop a Control Plan
3. Implement Process Changes and Controls
4. Perform and Monitor the Improved Process
5. Transition Project to Process Owner
6. Recalculate Expected Financial Benefits
Define
Measure
Control
Beyond Control Phase: sustain the improved results
Six Sigma terms are in blue
33
Control Plan
Measurements: What to measure, Measurement Methods
Sampling Plan
Control Plan Tools:
comparison to data prior to improvement
- control charts
- process capability (Cpk, Sigma Quality Level)
- (2 sample t-test)
- risk management
- mistake-proofing: redundancies
Control Plan Documents
34
Six Sigma and Chemical Engineers
Chemical industry and chemical engineering are data driven, very
well suited for applying Six Sigma
Apply the tools creatively, where and when deemed to help, and
in conjunction with sound technical judgment
Normally Six Sigma is a corporate/organization wide initiative
- management driven, training
Do other options exist ?
Projects may be conducted according to Six Sigma methodology
without having a formal Black Belt or Green Belt project or full training
Not that complex use of phase methodology and associated tool box
35
36
Select Six Sigma Websites
iSix Sigma - http://www.isixsigma.com
Soc. of Manuf. Engineers - http://www.sme.org/sixsigma
Six Sigma.us - http://www.6sigma.us
Knowware International - http://www.qimacros.com/index.html
Aveta - http://www.sixsigmaonline.org/index.html
Pyzdek Institute - http://www.pyzdek.com
Many others
37
Select Six Sigma Books
Six Sigma Demystified A Self-Teaching Guide
by Paul Keller, 2005 ISBN: 007144544-7
Lean Six Sigma Demystified A Self-Teaching Guide
by Jay Arthur, 2006 ISBN: 007148650X
The Six Sigma Handbook: The Complete Guide for Greenbelts, Blackbelts, and
Managers at All Levels, Revised and Expanded Edition
by Thomas Pyzdek, 2003 ISBN: 0071410155
The Lean Six Sigma Pocket Toolbook: A Quick Reference Guide to 100 Tools for
Improving Quality and Speed
by Michael L. George, John Maxey, David T. Rowlands, Mark Price
2004 - ISBN: 0071441190
Six Sigma for Dummies
by Craig Gygi, Neil DeCarlo, Bruce Williams
2005 - ISBN: 0764567985
38
Descriptive Statistics (mean,
standard deviation, variance,
median, confidence intervals)
Histograms
Run Charts
Control Charts
Scatter Plots
Bar Charts
Gage R&R (MSA)
C
p
& C
pk
Pareto Chart
Box plots
Design of Experiments (DOE)
Regression Analysis
Analysis of Variance (ANOVA)
Main Effects Plots
Interaction Plots
Hypothesis Testing (e.g. t-test)
Response Surface Methodology
Six Sigma Statistical Tools
39
Basic Six Sigma Tools
Host of Tools That Can Be Used When Relevant Tool Box
Statistical Tools
SIPOC
Process Mapping
Value Analysis
Brainstorming
Quality Function
Development (QFD HOQ)
Fishbone Diagram
Operational Definitions
Measuring System Analysis
(MSA)
Affinity Diagrams
Interrelationship Diagraphs
Force Field Analysis
Tree Diagrams
Cause & Effect Matrix
Failure Mode and Effects
Analysis
Piloting
Standard Operating
Procedure (SOP)
Control Plan

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