Lean Six Sigma Operational - Delegate Workbook

SSG06101ENUK - CP/Issue 1.1/ September 2008 1 ©The British Standards Institution 2008
Control Plans
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SSG06101ENUK – Delegate Slides/Issue 1.1/ Septemberl 2008
Learning Objectives
At the end of this section delegates will be able to
understand:
• Why we need control plans
• What elements make up a control plan
• Who contributes to their preparation
• How to develop a control plan
• When to update the plan
• Where the plan should reside
Lean Six Sigma Operational - Delegate Workbook
SSG06101ENUK - CP/Issue 1.1/ September 2008 2 ©The British Standards Institution 2008
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SSG06101ENUK – Delegate Slides/Issue 1.1/ Septemberl 2008
DMAIC Improvement Process
Control
Control Critical x’s
Monitor y’s
Validate Control
Plan
Close Project
1 5 10 15 20
10.2
10.0
9.8
9.6
Upper Control Limit
Lower Control Limit
y
Phase Review
Control
Control Critical x’s
Monitor y’s
Validate Control
Plan
Close Project
1 5 10 15 20
10.2
10.0
9.8
9.6
Upper Control Limit
Lower Control Limit
y
Phase Review
Control
Control Critical x’s
Monitor y’s
Validate Control
Plan
Close Project
1 5 10 15 20
10.2
10.0
9.8
9.6
Upper Control Limit
Lower Control Limit
y
Phase Review
Control
Control Critical x’s
Monitor y’s
Validate Control
Plan
Close Project
1 5 10 15 20
10.2
10.0
9.8
9.6
Upper Control Limit
Lower Control Limit
y
Phase Review
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SSG06101ENUK – Delegate Slides/Issue 1.1/ Septemberl 2008
Why do we Care?
A Control Plan is the key to
sustaining the gains from a Six
Sigma project.
A Control Plan:
• Exists to ensure that we
consistently operate our
processes such that product
always meets customer
requirements
• Ties together the elements of Six
Sigma improvement activity
• Allows Champions and other
stakeholders to have confidence
that the process improvements
made will be robust
Lean Six Sigma Operational - Delegate Workbook
SSG06101ENUK - CP/Issue 1.1/ September 2008 3 ©The British Standards Institution 2008
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SSG06101ENUK – Delegate Slides/Issue 1.1/ Septemberl 2008
Control Plans
• Control Plans are the key to successful
completion of the both the Control Phase of the
DMAIC, and the Six Sigma Project
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SSG06101ENUK – Delegate Slides/Issue 1.1/ Septemberl 2008
Control Plans
Plans are put in place to:
• Ensure that project gains are sustained
• Enable the transition to “Business as Usual”
• Ensure consistent performance of a process
Lean Six Sigma Operational - Delegate Workbook
SSG06101ENUK - CP/Issue 1.1/ September 2008 4 ©The British Standards Institution 2008
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SSG06101ENUK – Delegate Slides/Issue 1.1/ Septemberl 2008
Control Plan Strategy
The intent of an effective Control Plan Strategy is to:
• Operate our processes consistently on target with minimum
variation
• Minimise process tampering (over-adjustment)
• Assure that the process improvements that have been
identified and implemented become institutionalised
• Provide for adequate training in all procedures
• Include required maintenance schedules
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SSG06101ENUK – Delegate Slides/Issue 1.1/ Septemberl 2008
Control Plan Inputs
All
• Processes
• Measurement Systems
• Resources that need to be monitored and
controlled
Lean Six Sigma Operational - Delegate Workbook
SSG06101ENUK - CP/Issue 1.1/ September 2008 5 ©The British Standards Institution 2008
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SSG06101ENUK – Delegate Slides/Issue 1.1/ Septemberl 2008
Control Plan Elements
• Process map steps
• Key process output variables, targets & specs
• Key and critical process input variables with
appropriate working tolerances and control limits
• Important noise variables (uncontrollable inputs)
• Short and long term capability analysis results
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SSG06101ENUK – Delegate Slides/Issue 1.1/ Septemberl 2008
Control Plan Elements
• Designated control methods, tools and systems
SPC
Automated Process Control
Checklists
Mistake Proofing systems
Standard Operating Procedures
Workmanship Standards Sampling & Testing
• Training Materials
• Maintenance Schedules
• Reaction Plan and Responsibilities
Lean Six Sigma Operational - Delegate Workbook
SSG06101ENUK - CP/Issue 1.1/ September 2008 6 ©The British Standards Institution 2008
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SSG06101ENUK – Delegate Slides/Issue 1.1/ Septemberl 2008
Control Plan Structure
Process: Each key
process step is listed.
Process
Process step Input Output Characteristic LSL Target USL Cp/Cpk/% Date Method GR&R Sample Size Frequency Recorded Containment Adjustment
Response Measures Specification Capability Measurement
Measures: Details of the input
and output characteristics
measured for each process step.
Specification: For each
characteristic measured, the
specification (or tolerance or
target) are noted.
Capability: The historical
capability is noted (if available)
with the date of study.
Measurement: The method of measurement and
historical GR&R results are recorded (if available –
see page 42). The data collection plan (sample
size and frequency) and format for recording the
measurement are also detailed.
Response: When an out of specification
result is recorded, the response plan details
how to ensure that no defects will reach the
customer (containment) and how to ‘fix’ the
process (adjustment).
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SSG06101ENUK – Delegate Slides/Issue 1.1/ Septemberl 2008
Who Should Develop the Plan?
• The plan should be developed by the project team
in conjunction with those who will be responsible
for the day to day running of the processes
Lean Six Sigma Operational - Delegate Workbook
SSG06101ENUK - CP/Issue 1.1/ September 2008 7 ©The British Standards Institution 2008
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SSG06101ENUK – Delegate Slides/Issue 1.1/ Septemberl 2008
Control Plan Exercise
Using one of your projects identify which six sigma tools could
be used in order to develop a Control Plan.
Output : A list of control methods, with examples using the
control plan format.
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SSG06101ENUK – Delegate Slides/Issue 1.1/ Septemberl 2008
Documentation Package
Control Plan Control Plan
Scope
Customer
Summary
Maps
MeasSys
FMEA’s
Capability
BB/GB
SOP’s
Training
Maint.
Trouble
Shooting
Reaction
Plans
Control Plan Control Plan
Scope
Customer
Summary
Maps
Meas Sys
FMEA’s
Capability
BB/GB
SOP’s
Training
Maint
Trouble
Shooting
Reaction
Plans
Lean Six Sigma Operational - Delegate Workbook
SSG06101ENUK - CP/Issue 1.1/ September 2008 8 ©The British Standards Institution 2008
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SSG06101ENUK – Delegate Slides/Issue 1.1/ Septemberl 2008
Control Plan Review
• The plan should be validated and then be subject
to regular review, as part of the overall
management system
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SSG06101ENUK – Delegate Slides/Issue 1.1/ Septemberl 2008
Summary
• When we have improved our process, and
verified that the improvements generate
significant benefits, we need to ensure that the
“gains are sustained”
• Control Plans, together with other appropriate
tools are used to achieve this
• Control Plans should be verified for their
effectiveness before the project is finally closed

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