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Six Sigma T

ma Templates .

Breakthrough Strategy Step 1 MAIC Measure Focus CTQ Action Select CTQ Characteristic Question Does the selected CTQ offer high impact -quality. cost or time ? Can stated performance standards satisfy customer and business needs? Is the current measurement system acceptable by conventional standards? Does the existing capability of this CTQ need to be improved to meet performance requirements? Do we know the extent to which the variation must be reduced to meet objectives? Do we know the major family of variation? Are the leverage CTP's known? Do we know what relationships among the CTP's must be controlled ? Do we know the functional limits for the CTP's? Is the current measurement systems acceptable by conventional standards for the CTP's? Can process operate within chosen limits to a 6s capability? Can objectives be consistently met? 2 3 4 Measure Measure Analyze CTQ CTQ CTQ Define Performance Standards Validate Measurement System Establish Product Capability 5 6 7 Analyze Analyze Improve CTQ CTQ CTQ and CTP (Critical to Process) CTQ and CTP (Critical to Process) CTP CTP CTP CTP Define Performance Objectives Identify Variation Sources Screen Potential Causes 8 9 10 11 12 Improve Improve Control Control Control Study Key Relationships Establish Operating Tolerances Validate Measurement System (for X's) Determine Process Capability (Y and X's) Implement Process Control System Page 5 .

Y. CTQ yield information Graphical and tabular form Equation and graphical GRR Table Minitab Capability Six Pack and Six Sigma Macro Reports Six Sigma Reports Page 6 . ANOVA. e (SSe/SSt). ANOVA. e (SSe/SSt). Multivari chart Main Effects Plot. Pp. Autocorrelation. s Main effects. Cpk. Ppk Control charts. s. Cause and Effect Matrix. regression. COPQ. C&E analysis. Ppk Inputs. clear of confounding Regression coefficients and coding information P/T and R&R values Baseline m. Autocorrelation. Cp. interactions plot Gage R&R spreadsheet Minitab Six Sigma Macro. s. s. Cpk. Spec Limits. required capability P/T and R&R values Baseline m. pareto. Pp. FMEA. Interactions. Cp.norm Communication with customers.Interaction Plots. dpu. Pp. Ppk Decision Matrix See Tool Brainstorming. process/design FMEA. control chart option Direction of effect and sensitivity of selected Graphical and tabular form CTP's with respect to m. Strat Plan.Breakthrough Strategy Know Selection critieria and timeframe Mean. Design specifications Gage R&R spreadsheet Minitab Graphical presentation of requirements GRR Table Minitab Capability Six Pack and Six Sigma Macro Reports Picture of "is" and "ought" Process Map and capabilities of each input variables Baseline and target m. target. Cp. Regression Main effects plots. noise variables Minitab Process Map. Cpk. functional limits. RTY. Regression Main Effects Plot.

Breakthrough Strategy

Data
Continuous and discrete data, Spec Limits for short term,

Location
Simulator, QA/QC, Manufacturing

Reliability and warranty data, engineering data, Mean, Standard Deviation, Spec Limits Simulator for short term Sample Data over process range Lab/Floor

n= 500 subgroups = 100 subgroup Simulator size = 5, record Y and X's for future use From capability analysis and performance standards Process understanding Data from product capability study Previous outputs Grey Matter

Sample Data over process range Rational subgroups of continuous data

Shop floor Shop floor

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Six Sigma Project Template
Project Name
Group Name Department Name Project Champion Name Process Owner Name Total FTE's Performing Process Total Cost of Process (000's) Problem Statement
Provide complete and detailed description State the Defect or Undesired Event Exclude solutions Do not include causes Review with Finance Define measurement source Include Baseline data (if available) IncludeTimeframe Include conditions surrounding problem

Black Belt Name Team Members

Defect FTE's (if app.) State the Problem/Defect

Cost of Defect

Project Objective/Desired State
Clearly define and quantify 70% Defect Reduction Sought Include Entitlements - Best Performance Include available benchmark data

State the Project Objective/Desired State and make sure it links back to the Problem Statement

State the Project Objective

Benefits ($000's)
Include Shareholder/Cost Benefits Include Client Service Benefits - Intrnl/Ext Employee Benefits

Cost Benefits FTE Cost Savings Other Cost Savings Revenue Total Cost Benefits $0

Client/Employee Benefits Internal/External Client Benefits Employee Benefits Cost Benefits outside of Group

Dependencies
Significant Systems Development Major Capital Investment External Considerations

Can project be performed in 4 months?

Description:

Potential to Leverage

Yes

No

Description:

Other Information

Include any other information related to the Project as necessary

SS Project Plan

Six Sigma Project Template

12/26/2012

Project Action Plan
Project Process Owner What
(Action to Take)

How
(Action Steps)

Who
(Accountable)

Black Belt Date When
Start Finish

Deliverables

Critical to Quality Characteristics Project Name: Project Description: Project Managers: Date: How to Satisfy Wants What the customer wants Total .

SIPOC Who are the What do the suppliers provide to my process? What are the start and end What product or service does the process Who are the customers Suppliers Input 1 2 1 2 3 1 2 3 1 2 3 1 2 3 Process Start Point: (High Level) Output 1 2 Customers 1 2 1 2 1 2 1 2 1 2 1 2 3 4 Operation or Activity 1 2 3 4 5 6 7 8 9 10 11 End Point: 3 4 5 6 .

Suppliers (Providers of the required resources) Inputs (Resources required by the process) Process (Top level description of the activity) Requirements Outputs Customers (Anyone who receives a (Deliverables from the process) deliverable from the process) Requirements .

Process Analysis Worksheet Process Name (& boundaries): Process Owner(s): Step No. (1) Activity (2) Responsible Volume position per week (3) (4) No. individuals (5) Total hrs per week (6) NVA (Y/N?) (7) NVA hrs/ week (8) Sum= .

Management Man Method Cause Cause Cause Cause Cause Cause Cause Cause Cause Cause Cause Measurement Machine Material .

Method Effect (Y) Cause Material .

how the problem occurs and to document the process flow Visual examination of the problem and visual documentation such as digital photos and videos Examination of the potential relationship of factors and or event conditions on the problem Measurement of performance from the product or process and an analysis of current data and associated factor effects Additional tests or experiments designed to understand the current situation and determine the root cause .Brainstorm Potential Root Causes Problem Statement: Rank Potential Root Cause Supporting Data & Analysis?* Source? Who? When? *Common types of data and analysis Detailed Process Review Process Mapping Visual Analysis Cause and Effect (Event) Analysis Data Collection and Analysis Additional Tests and Experiments Analysis description: Careful walkthrough of the process step by step to determine the source. nature and frequency of the problem Detailed process flow analysis to understand all the steps of the process.

Function Deployment Matrix Output 1 Inputs Wght Input 1 Input 2 Input 3 Input 4 Input 5 Input 6 Input 7 Input 8 Input 9 Input 10 Input 11 Input 12 Score Output 2 1 2 2 Output 3 Outputs/ Outcomes Output 4 Output 5 Output 6 Output 7 Output 8 Output 9 Score Wght 10 14 10 4 0 0 0 0 0 0 0 .

Solution a) b) .Risk Assessment Form List the Solution or Major Elements of Your Solution 1.Solution a) b) c) Failure Mode (What can go wrong) List each failure mode Severity (1-10) 10 is Worst Probability (10 is very probable) Score (High scores need attention) Action Plan Owner Due Date 2. Solution a) b) c) 3.

2nd.Solution Evaluation Form List Root Cause(s) Root Cause 1 List Solutions Solutions 1 % Effect % of effect solution will have on the root cause Estimated Cost cost of solution implementation Complexity time or effort to implement short term? long term? Estimated Benefit savings due to solution or improvement in customer satisfaction Risk* High Medium or Low Priority Order of potential solution implmentation 1st. 3rd Validation? Need to verify effectiveness of solution Root Cause 2 * Use Risk Assessment Form .

Such as: time. responsibility? collected Location for data collection How The number often of data the points data collected is per sample collected . observers Procedures for data collection are defined. tester. Manual? State What Spreadsheet? who has measure is Computer based? the being etc. line. operator. product or process data Operational Definition Define How to Measure Measurement or Test Method Data Tags Needed to Stratify the Data Data tags are defined for the measure. buyer. date. etc.Data Collection Plan Define What to Measure Type of Measure X or Y attribute or discrete data. Data Collection Method Who will Do it? Person(s) Assigned What? Sample Plan Where? When? How Many? Measure Name of parameter or condition to be measured Clear definition of Visual the measurement inspection defined in such a or automated way as to achieve test? repeatable results Test instruments from multiple are defined. customer. location.

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Measure Relationships Responses or Outputs (Ys) Dependent Variable Factors (Xs) USL LSL Target Independent Variable(s) USL LSL Target .

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Standardize and Control 7. Plan and Implement Improvement 5. Perform Root Cause Analysis 4. Assess Effectiveness of Improvement 6. Define and Contain the Problem 2. Realize and Reflect .Root Cause Analysis Timeline Project Name: Phase: 1. Measure the Problem Activity Start Date: 6/10/2002 Use lines and or color bars to indicate start and stop dates for each activity Start Date End Date Assigned to: 6/10/2002 6/11/2002 6/12/2002 6/13/2002 6/14/2002 6/15/2002 6/16/2002 6/17/2002 3.

Measure the Problem Activity Start Date End Date Assigned to: 6/18/2002 6/19/2002 6/20/2002 6/21/2002 6/22/2002 6/23/2002 6/24/2002 6/25/2002 3. Realize and Reflect . Define and Contain the Problem 2. Plan and Implement Improvement 5. Standardize and Control 7. Assess Effectiveness of Improvement 6.Root Cause Analysis Timeline Project Name: Phase: 1. Perform Root Cause Analysis 4.

Plan and Implement Improvement 5.Root Cause Analysis Timeline Project Name: Phase: 1. Define and Contain the Problem 2. Standardize and Control 7. Realize and Reflect . Assess Effectiveness of Improvement 6. Measure the Problem Activity Start Date End Date Assigned to: 6/26/2002 6/27/2002 6/28/2002 6/29/2002 6/30/2002 7/1/2002 7/2/2002 7/3/2002 7/4/2002 3. Perform Root Cause Analysis 4.

Assess Effectiveness of Improvement 6. Plan and Implement Improvement 5. Measure the Problem Activity Start Date End Date Assigned to: 7/5/2002 7/6/2002 7/7/2002 7/8/2002 7/9/2002 7/10/2002 3. Standardize and Control 7. Realize and Reflect .Root Cause Analysis Timeline Project Name: Phase: 1. Define and Contain the Problem 2. Perform Root Cause Analysis 4.

7 28.0 MS F F table Stat sig ? a 208.1 11.01 75.0 -5.92 1 1 1 8 11 REGRESSION MODEL Intercept 27.0 ave - B -1 -1 1 1 30.2586 ns 3.0 28.ave + 32.50 Page 32 .00 B Effect 40.33 53.33 323.7 8.00 8.0 10.0 20.3 31.3 A Effect 40.3 75.DOE 2^2 template 22 Factorial Design (with up to 5 replicates) A -1 1 -1 1 ave ave + effect 23.0 26.0 30.0 AB 1 -1 -1 1 26.0 0.00 19.33 31.2586 * 0.00 30.0 25.2 11.2586 * 8.0 30.0 24.0 30.67 33.0 10.33 2.33 20.0 ave .0 20.3 1.0 22.13 11.0 0.0 ave + A- AB Interaction B- A+ B+ ANOVA Sources A B AB Error Total SS df 208.7 Replications 1 28 36 18 31 ----2 25 32 19 30 3 27 32 23 29 4 ---5 Sum 80 100 60 90 Average 26.

935 20.5 -0.8 2.833 3 12.5 -0.5 0.833 20 97.167 18 87.454 0 0.167 15 72.5 -0.167 -2.5 -1.000 0 -1.454 3.8 2.167 18 87.8 -2.15 0 0.000 7 32.8 -0.598 0 0.598 29.2 1.5 0.2 -2.8 1.167 5 22.2 0.000 -4.755 25.755 0 0.454 20.15 29.000 7 32.15 34.96 25.5 -0.167 1 2.5 -0.5 -1.15 34.000 -3.000 1.833 6 27.5 -0.000 7 32.5 1.000 2.000 7 32.5 -0.454 29.5 -0.8 -1.2 -2.5 -0.96 0 0.000 7 32.5 -1.5 -1.000 5 10 15 20 25 Page 33 .5 1.000 7 32.454 34.454 0 0.2 -0.2 1.96 20.000 0.5 -0.5 1.5 0.17 RESIDUALS Actual 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 -1 -1 -1 -1 -1 1 1 1 1 1 -1 -1 -1 -1 -1 1 1 1 1 1 -1 -1 -1 -1 -1 -1 -1 -1 -1 -1 1 1 1 1 1 1 1 1 1 1 28 25 27 0 0 36 32 32 0 0 18 19 23 0 0 31 30 29 0 0 Pred Residual rank Perc Z 25.833 3 12.454 0 0.5 0 PREDICTION EQUATION A B Y-hat 1 1 29.000 7 32.167 1 2.DOE 2^2 template A coefficient B coefficient AB coefficient 4.833 16 77.454 0 0.000 7 32.000 -2.833 17 82.

0 0.5 0.6 0.0 10.3 -5.8 0.5 0 0.0 5.7 0.9674 0.0 Series1 Page 34 .2 0.167 -0.96742 0.0 -5.7 rank 3 1 2 (R-0.4 0.833 0.0 1.9 0.1 0 -10.3 0.DOE 2^2 template EFFECTS PLOT score 8.5)/n score z 0.

7 33.3 B+ 20 30 Page 35 .DOE 2^2 template BAA+ 26.

00 0.DOE 2^3 template 23 Factorial Design (with up to 5 replicates) (1) a b ab c ac bc abc ave ave + effect A -1 1 -1 1 -1 1 -1 1 2.00 A Effect 2.00 2.00 B- BC Interaction BB+ C- A+ C+ B+ Page 36 .00 2.00 1.00 2.00 2.50 2.00 A- AC Interaction 2.00 2.00 0.50 1.00 1.50 1.00 0.00 0.50 0.00 0.00 0.00 2.50 0.50 2.00 Replications 1 2 1 2 1 2 1 2 1 2 1 2 1 2 1 2 1 2 3 3 3 3 3 3 3 3 3 ----.50 2.50 1.00 ave + ave - C Effect ave - ave + ave + AB Interaction 2.00 2.00 2.00 0.50 2.00 1.00 2.00 AB 1 -1 -1 1 1 -1 -1 1 2.00 AA+ 2.50 2.00 2.00 B -1 -1 1 1 -1 -1 1 1 2.00 2.00 C -1 -1 -1 -1 1 1 1 1 2.00 ABC -1 1 1 -1 1 -1 -1 1 2.00 0.00 1.---4 5 Sum 6 6 6 6 6 6 6 6 Average 2.00 1.00 0.00 0.50 1.00 0.00 2.50 0.50 0.00 2.00 ave - B Effect 2.50 0.50 1.00 BC 1 1 -1 -1 -1 -1 1 1 2.00 0.50 1.00 0.50 2.00 2.00 2.00 1.00 AC 1 -1 1 -1 -1 1 -1 1 2.50 0.

00 F table Stat sig ? a 8.00 0.00 0.53 ns 0.00 0.53 ns REGRESSION MODEL Intercept A coefficient B coefficient C coefficient AB coefficient AC coefficient BC coefficient ABC coefficient 2.00 0.00 0.00 0.00 0.53 ns 8.00 0.00 0.00 0.00 F 0.00 df 1 1 1 1 1 1 1 16 23 MS 0.00 0.53 ns 8.00 0 0 0 0 0 0 0 PREDICTION EQUATION A B C Y-hat 1 1 1 2.53 ns 8.53 ns 8.00 0.00 16.00 16.00 1.01 8.53 ns 8.00 0.00 Page 37 .DOE 2^3 template Sources A B C AB AC BC ABC Error Total SS 0.00 0.00 0.00 0.00 0.00 0.

DOE 2^3 template Page 38 .

00 2.00 2.00 2.DOE 2^3 template ANOVA BAA+ 2.00 2.00 CC+ Page 39 .00 CAA+ 2.00 C+ 2.00 C+ 2.00 B+ 2.00 CBB+ 2.00 2.00 2.

DOE 2^3 template C+ Page 40 .

01%) Percent -> 0.00034% PPM 3.4 0.4 6.4 Process Sigma Level 6.0 Enter DPMO..Parts per Million Calculator This is a simple sigma level calculator Enter process sigma level.0 . compute PPM and process sigma level If the percent is less than 1. compute PPM Process Sigma Level -> PPM Percent 6 3.00034% Enter percent. you must use the percent sign after the number (e. 0. compute process sigma level DPMO -> Process Sigma Level 3.g.

Sigma Level (no shift) Calculator NO 1. compute PPM Process Sigma Level -> 6 PPM 0.5 SIGMA SHIFT IN THESE CALCULATIONS Enter process sigma level.4 .5 DPMO 3. compute PPM and process sigma level Percent -> 1.00% PPM 10000 Process Sigma Level -> 2.0 Percent 0.326 Enter DPMO. compute process sigma level Process Sigma Level -> 4.00000% Enter percent.

001 0.000.000 1.00005 1-(DPMO/1.99472 DPMO/1.000 15.995 0.015 0.Rolled Throughput Yield Calculator Step 1 2 3 4 RTY= DPMO 5.000) 0.000 0.000.005 0.985 0.99995 .999 0.000 50 0.

and the supervisor finds 4 fields with error. A total of 2.500 forms were processed that day. Total number of units: Number of defects: Opportunities for Error in one unit: DPMO = 2500 4 20 80 Not sure of what goes into the units? The Data Processing Dept supervisor wants to calculate the DPMO of data entry errors in her dept. For this scenario: Total number of units = 2.500 Number of defects = 4 Opportunities for error in one unit = 20 .DPMO Calculator This template calculates the DPMO using the number of defects. There are 20 entry fields on each data entry form.

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625 308.300 1.625 0.375 598.667 265.417 549.167 16.200 3.375 0.125 1.Conversion Calculator Sigma Conversion Table Sigma Level Defects Per (With 1.125 1.292 6.800 3.500 1.250 8.750 1.800 3.417 2.542 401.300 4.625 0.500 0.750 1.200 0.000 0.208 12.000 0.750 0.708 130 5.542 600 4.292 691.625 1.208 773.400 0.500 900 4.300 2.550 2.000 4.750 1.875 0.000 1.400 0.5 Sigma Shift* Opportunities Shift)* 933.625 0.458 500.042 40.833 .700 0.625 230 5.700 2.500 0.250 1.500 450.083 869.400 3.917 84.875 105.042 894.250 1.250 0.750 80 5.000 0.375 1.100 3.375 1.200 4.375 1.750 0.125 0.000 1.833 130.600 2.350 1.375 0.050 4.700 1.125 0.600 2.750 190.300 0.625 1.500 0.792 158.375 3.333 645.125 841.000 1.250 0.958 66.500 1.875 0.800 2.667 180 5.708 226.000 52.250 1.250 734.700 3.458 1.500 1.083 30.875 1.800 3.500 2.100 3.167 809.333 4.125 1.350 4.000 1.500 1.583 400 4.650 1.250 1.875 1.950 2.375 0.125 0.050 0.000 915.450 0.125 22.750 0.250 0.875 0.792 30 5.583 354.5 Cpk (Sigma Million Sigma Level / 3) With 1.200 0.

625 1.958 3 6.875 17 5.875 1. although statistical tables indicate that 3.5 process standard deviations (Sigma) are between the mean and the closest specification limit.5 sigma shift because processes tend to exhibit instability of that magnitude over time.4 defects / million is achieved when 4.23 5.917 10 5.000 2.4 defects per million opportunities.000 The table assumes a 1. .0 standard deviations to accommodate adverse process shifts over time and still produce only 3.750 1. In other words. the target is raised to 6.

Six Sigma Project Timeline Project Name: ID 1 2 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 38 39 40 41 50 51 60 61 77 78 91 92 117 Task Define Measure Project Direction Meeting Assign Roles Review Status Review Schedule Project Direction Decision Clarify Options ID Decision Maker Vote on Options Dialog A Vote on Options Dialog B Vote on Options Decision Maker Decides Assign Tasks Work Tasks Process Map & Data Meeting Work Tasks Tollgate Review Analyze FMEA Meeting 1 Work Tasks FMEA Meeting 2 Work Tasks FMEA and Data Analysis Meeting Work Tasks Improvement Direction Meeting Tollgate Review Improve Control Hours 1 Wk 17 Wks 1 Hrs 5 Min 10 Min 5 Min 33 Min 10 Min 2 Min 2 Min 5 Min 2 Min 5 Min 2 Min 5 Min 5 Min 2 Days 96 Min 1 Day 1 Hrs 2 Wks 92 Min 4 Days 92 Min 4 Days 78 Min 1 Day 1 Hrs 1 Hrs 3 Wks 4 Wks Start 25-Sep-01 2-Oct-01 22-Jan-02 22-Jan-02 22-Jan-02 22-Jan-02 22-Jan-02 22-Jan-02 22-Jan-02 22-Jan-02 22-Jan-02 22-Jan-02 22-Jan-02 22-Jan-02 22-Jan-02 22-Jan-02 22-Jan-02 24-Jan-02 24-Jan-02 25-Jan-02 25-Jan-02 25-Jan-02 25-Jan-02 31-Jan-02 31-Jan-02 6-Feb-02 6-Feb-02 7-Feb-02 8-Feb-02 8-Feb-02 28-Feb-02 End 1-Oct-01 25-Jan-02 22-Jan-02 22-Jan-02 22-Jan-02 22-Jan-02 22-Jan-02 22-Jan-02 22-Jan-02 22-Jan-02 22-Jan-02 22-Jan-02 22-Jan-02 22-Jan-02 22-Jan-02 22-Jan-02 24-Jan-02 24-Jan-02 25-Jan-02 25-Jan-02 8-Feb-02 25-Jan-02 31-Jan-02 31-Jan-02 6-Feb-02 6-Feb-02 7-Feb-02 8-Feb-02 8-Feb-02 28-Feb-02 28-Mar-02 Status Complete Working .

Comments .

Gage Control Plan Gage Information Gage Name Gage ID/Serial Number Gage Type Reference Information Calibration Procedure Handling and Storage Maintenance Spare Parts Personnel Information Department Storage Location Responsible Storage Responsible MSA Page: Document No: Revision Date: Supercedes: Frequencey: of of Date Baseline In-Service In-Service In-Service In-Service In-Service In-Service In-Service In-Service Resoluton Bias Linearity Stability Calibration Date By %R&R GR&R P/T Disc Index Notes .

1=Weak 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 . 3=Moderate.External Client Management Cost Metric Target Call Work Call Backs IVR Usage Compliance Call Blocked Service Level Risk Exposure Time in Queue Quality of Service Staffing Levels Call Volume Call Routing Training Systems Problems Information Sources: Speed/Availability Call Blocking Availability of Other Depts Exception Processing Rework Reduction Experience Level of Reps Delivery of Info Technology Limitations How Important Baseline Metric Target How Important Productivity and Calls Per Hour Call Transferred POC Resolution Call Duration and Hold Time Relationship Matrix 9=Strong.

Cause & Effect Matrix Rating of Importance to Customer 1 Process Inputs 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Total 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Total Page 52 .

Potential Failure Modes and Effects Analysis (Information Sheet) PFMEA Number: Process Name: Process Responsibility: Prepared By: Affected Product(s): PFMEA Key Date: PFMEA Origination Date: PFMEA Revision Date: Core Team Members: PFMEA Information Sheet .

What are the actions Whose What are the completed for reducing the Responsible actions taken with the occurrance of the for the recalculated RPN? Be Cause.Process / Product FMEA Failure Modes and Effects Analysis (FMEA) Process or Product Name: Responsible: Prepared by: Page ____ of ____ FMEA Date (Orig) ______________ (Rev) _____________ Process Step Key Process Input Potential Failure Mode Potential Failure Effects S E V How Severe is the effect to the cusotmer? Potential Causes O C C How often does cause or FM occur? Current Controls D E T How well can you detect cause or FM? R P N Actions Recommended Resp. or improving recommende sure to include d action? detection? Should completion month/year have actions only on high RPN's or easy fixes. 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Page 54 . Actions Taken S E V O C C D E T R P N What is the process step What is the Key In what ways does the Key What is the impact on the Process Input? Input go wrong? Key Output Variables (Customer Requirements) or internal requirements? What causes the Key Input to go wrong? What are the existing controls and procedures (inspection and test) that prevent eith the cause or the Failure Mode? Should include an SOP number.

The product may have to be sorted and a portion (less than 100%) reworked. Failure will occur WITH Warning warning. A portion (less than 100%) of the product may have to be reworked on-line but out-of-station. 100% of product may have to be reworked. Failure mode affects safe vehicle operation and / or Hazardous: involves noncompliance with government regulation. Minor disruption to production line. Customer experiences some dissatisfaction. Defect noticed by average customers. A portion (less than 100%) of the product may have to be reworked on-line but in-station. May endanger operator. Failure will occur WITHOUT Without Warning warning. Minor disruption to production line. but at a reduced level of performance. Vehicle / item operable. Product may have to be sorted and a portion (less than 100%) scrapped. Fit / finish / squeak / rattle item does not conform. loss of primary function. Fit / finish / squeak / rattle item does not conform.FSeverity Effect Criteria: Severity of Effect Defined Ranking 10 May endanger operator. Defect noticed by discriminating customers. but some comfort / convenience item(s) operable at reduced level of performance. Vehicle operable. Customer very dissatisfied. 9 8 High 7 Moderate 6 Low 5 Very Low 4 Minor 3 Very Minor None 2 1 Page 55 . No effect. Vehicle / item operable. Minor disruption to production line. but some comfort / convenience item(s) inoperable. Customer dissatisfied. Failure mode affects safe vehicle operation and / or Hazardous: With involves noncompliance with government regulation. Very High Major disruption to production line. 100% of product may have to be scrapped. Minor disruption to production line. Fit / finish / squeak / rattle item does not conform. Minor disruption to production line. A portion (less than 100%) may have to be scrapped (no sorting). Customers experience discomfort. Defect noticed by most customers. Vehicle / item inoperable. Minor disruption to production line.

FOccurance Probability of Failure Very High: Failure is almost inevitable High: Generally associated with processes similar to previous processes that have often failed Moderate: Generally associated with processes similar to previous processes which have experienced occasional failures.000 1 in 15.000 Cpk < 0.83  1.33  1. No failures ever associated with almost identical processes Possible Failure Rates  1 in 2 1 in 3 1 in 8 1 in 20 1 in 80 1 in 400 1 in 2.51  0.17  1.33  0.67  0.000 2  1 in 1.000 1 Page 56 .500. but not in major proportions Low: Isolated failures associated with similar processes Very Low: Only isolated failures associated with almost identical processes Remote: Failure is unlikely.5  1.33  0.00  1.67 Ranking 10 9 8 7 6 5 4 3 1 in 150.

5 % of failures Test content must detect 85 % of failures Test content must detect 87.5 % of failures Test content must detect 99.5 % of failures Test content must detect 95 % of failures Test content must detect 97.FDetection Detection Criteria: Liklihood the existence of a defect will be Ranking detected by test content before product advances to next or subsequent process Test content detects < 80 % of failures Test content must detect 80 % of failures Test content must detect 82.5 % of failures 10 9 8 7 6 5 4 3 2 1 Almost Impossible Very Remote Remote Very Low Low Moderate Moderately High High Very High Almost Certain Page 57 .5 % of failures Test content must detect 90 % of failures Test content must detect 92.

Target) Cpk / Date (Sample Size) Measure %R&R or ment P/T System Current Control Method (from FMEA) Who Where When Reaction Plan . USL.Control Plan Core Team: Date (Orig): Date (Rev): Current Control Plan Process Step Input Output Process Spec (LSL.

Six Sigma Process Control Plan Process Name: Customer Location: Area: Int/Ext Prepared by: Approved by: Approved by: Approved by: Page: Document No: Revision Date: Supercedes: of Sub Process Sub Process Step CTQ KPOV KPIV Specification Characteristic Specification/ Requirement USL LSL Measurement Method Sample Size Frequency Who Measures Where Recorded Decision Rule/ Corrective Action SOP Reference .

Six Sigma Preventative Maintenance Plan Process Name: Customer Location: Area: Int/Ext Prepared by: Approved by: Approved by: Approved by: Page: Document No: Revision Date: Supercedes: of System Failure Mode CTQ KPOV KPIV Predictor Predictor Level USL LSL Measurement Method Sample Size Frequency Who Measures Where Recorded Decision Rule/ Corrective Action SOP Reference .

Key Process Output Variable Capability Status Sheet Customer Requirement (Output Variable) Measurement Technique %R&R or P/T Ratio Upper Spec Limit Target Lower Spec Limit Cp Cpk Sample Size Date .

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Actions .

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N.Failure Mode and Effects Analysis (Design FMEA) System/Component: Core Team: Design Responsibility: FMEA Number: Page Prepared by: FMEA Date (Orig. N.) Item / Process Function Potential Failure Mode Potential Effect(s) of Failure S e v Potential Cause(s)/ Mechanism(s) of Failure O c c u r Current Design Controls Prevention Current Design Controls Detection D e t e c Action Results R. P.) of (Rev. Recommended Action(s) Responsibility & Target Completion Date S e v O c c u r D e t e c R. P. ActionsTaken .

07 0.48405 0.00820 0.0 0.22065 0.7 0.00604 0.05155 0.50000 0.16602 0.03074 0.00453 0.00657 0.07780 0.01539 0.03362 0.40129 0.49601 0.08 0.11900 0.32997 0.34827 0.05262 0.00289 0.06 0.08534 0.00272 0.26763 0.43644 0.9 1.10565 0.29116 0.04457 0.27093 0.28774 0.04363 0.04 0.29806 0.02559 0.8 0.03 0.01255 0.09680 0.05 0.46812 0.00508 0.00347 0.01 0.14007 0.13567 0.40517 0.05592 0.28434 0.05821 0.00639 0.03673 0.26435 0.43251 0.03515 0.01700 0.02275 0.17106 0.02118 0.22663 0.07353 0.00866 0.00379 0.04947 0.01160 0.17619 0.00755 0.04006 0.01222 0.13136 0.00440 0.01355 0.6 2.00264 .09342 0.00336 0.06681 0.9 2.02068 0.12302 0.31207 0.01130 0.00990 0.08851 0.10027 0.09853 0.03288 0.04746 0.00427 0.09176 0.11702 0.2 1.10383 0.05938 0.09510 0.26109 0.01321 0.20611 0.00842 0.48803 0.09012 0.13350 0.10749 0.01578 0.00 0.00298 0.02619 0.09 0.06944 0.44433 0.02807 0.6 1.01044 0.42465 0.07636 0.16354 0.03754 0.01072 0.04272 0.44828 0.5 1.04846 0.13786 0.27425 0.11507 0.33724 0.17879 0.2 0.21186 0.22965 0.19215 0.07493 0.36693 0.03216 0.01500 0.02872 0.35569 0.22363 0.5 0.08226 0.00368 0.05705 0.35197 0.03438 0.06301 0.19766 0.00570 0.21476 0.23576 0.18673 0.25463 0.03144 0.32636 0.34458 0.00914 0.29460 0.47608 0.01876 0.Z The value in the table is the right tail probability.00734 0.2 2.44038 0.46017 0.31561 0.00357 0.7 0.37070 0.00776 0.4 0.10935 0.02680 0.25143 0.32276 0.41683 0.08076 0.20327 0.06057 0.38591 0.39358 0.8 1.01287 0.06178 0.05370 0.15151 0.00554 0. Hundredth place for Z-value Z-Value 0.07927 0.15386 0.1 2.01101 0.1 1.06426 0.03593 0.23270 0.00939 0.01659 0.07215 0.3 0.00391 0.03005 0.00587 0.01923 0.00539 0.17361 0.00695 0.02743 0.7 1.02330 0.14231 0.01191 0.34090 0.05050 0.08379 0.12507 0.20897 0.19489 0.37828 0.00415 0.02385 0.40905 0.03920 0.28096 0.23885 0.6 0.30153 0.30854 0.47210 0.01390 0.00621 0.01743 0.02442 0.18406 0.24196 0.4 1.38974 0.00964 0.16853 0.02 0.24825 0.03836 0.01426 0.01970 0.27760 0.16109 0.42858 0.02222 0.42074 0.10204 0.00326 0.4 2.14457 0.14917 0.01831 0.02500 0.00307 0.3 2.07078 0.11123 0.12100 0.12714 0.45620 0.11314 0.06552 0.37448 0.02169 0.01017 0.20045 0.05480 0.0 2.00889 0.00714 0.01618 0.30503 0.49202 0.01786 0.45224 0.00402 0.39743 0.00466 0.5 2.00798 0.35942 0.00280 0.14686 0.31918 0.0 1.04182 0.00523 0.24510 0.18943 0.04093 0.08691 0.3 1.06811 0.46414 0.41294 0.00480 0.18141 0.48006 0.36317 0.15625 0.00317 0.00494 0.01463 0.38209 0.25785 0.02938 0.1 0.21770 0.33360 0.12924 0.02018 0.04648 0.15866 0.00676 0.04551 0.

00139 0.00212 0.00013 0.00021 0.00256 0.00025 0.00107 0.00042 0.4 3.00010 0.00056 0.00069 0.00019 0.00028 0.00175 0.6 3.8 3.00111 0.00017 0.5 3.00045 0.00135 0.00006 0.00016 0.00131 0.00003 0.00034 0.00004 0.00011 0.00043 0.00030 0.0 0.00118 0.00007 0.00003 0.00122 0.9 3.00008 0.00050 0.00248 0.00006 0.00019 0.00005 0.00066 0.00004 0.00007 0.00008 0.00006 0.00005 0.00015 0.00005 0.00040 0.00027 0.0 3.00226 0.00014 0.00064 0.1 3.00082 0.00193 0.00008 0.00007 0.00205 0.00097 0.00038 0.3 3.00004 0.00058 0.00022 0.9 4.00052 0.00181 0.00054 0.00149 0.00002 0.00154 0.00114 0.00003 0.00009 0.00071 0.00062 0.00084 0.00074 0.00029 0.00100 0.00164 0.2 3.00023 0.00008 0.00233 0.00060 0.00004 0.00087 0.00026 0.00048 0.00104 0.00187 0.00010 0.00031 0.00013 0.00012 0.00032 0.00090 0.8 2.00036 0.00010 0.00039 0.00035 0.00012 0.00094 0.00003 0.00017 0.00076 0.00126 0.00003 0.00079 0.00006 0.00005 0.00003 0.00169 0.00219 0.7 3.00004 0.00004 0.00011 0.00014 0.00020 0.00024 0.00015 0.00002 0.00005 0.00199 0.00047 0.2.00003 0.00002 0.00018 0.00003 0.00144 0.00159 0.00002 .00022 0.00009 0.00240 0.