Previously we discussed Taguchi Methods as an alternative to classical Designed Experiments.

Another
approach to experimentation is Shainin Methods, as developed by Mr. Dorian Shainin and strongly advocated by
Mr. Keki Bhote.
The late Dorian Shainin began introducing a series of experimentation techniques in the 1930’s and continued
his work for nearly 50 years. Keki Bhote enhanced and honed these techniques at Motorola, where he helped
launch the Six Sigma process. In his book World Class Quality – Second Edition, Mr. Bhote listed the following
advantages of Shainin Methods:
1. Root causes are determined by “talking to the parts” rather than by hunches or opinions.
2. The techniques are statistically powerful, resulting in the separation of and quantification of main effects
and interaction effects.
3. There are 12 different techniques that provide a wide range of versatility.
4. The techniques are easy to learn and low cost to use, making it easier to involve the entire workforce.

The 12 techniques may be broken down into the following four categories:
Clue Generation
1. Multi-vari Analysis: A filtering technique used to eliminate non-contributing causes of variation until the
root cause can be distilled.
2. Concentration Chart or Pictograph: Used to plot the location of a defect on a part or on a layout or grid.
The result will either be a random pattern, or a concentration in a particular area(s).
3. Components Search: Parts and sub-assemblies are swapped between a good product and a bad
product until the root cause of the problem is located.
4. Paired Comparisons: Compare best and worst examples of products, and isolate the characteristics or
parameters that are different between the best and the worst.
5. Product/Process Search: List and measure the process variables that impact the quality of a product.
Determine which of these process variables is causing a defect by comparing the measurements from a process
that produces good parts with measurements from a process that produces bad parts.

DOE Optimization
6. Scatterplot (or scatter diagram): Used to visually describe the relationship between two variables by
plotting one against the other.
7. Response Surface Methodology (RSM): A DOE technique typically used after the critical factors in a
process have been isolated and we wish to optimize the settings of these factors. RSM designs are used when
we know or suspect that there is curvature (i.e. non-linearity) in the response variable.

Formal DOE Techniques

8. Variables Search: A binary search technique that isolates important from unimportant process variables
by experimenting with best and marginal settings for each variable.
9. Full Factorial Experiments: These experiments address all combinations of factors including all of their
interactions, and are best employed for just a few factors that significantly impact the response variable. They are
more time consuming and costly to conduct than screening techniques.
10. B vs. C: B represents the better or improved process while C represents the current process. We run a
test using six samples, three B’s and three C’s. If all three B’s outrank all three C’s, there is only one chance in
20 (based on the Law of Combinations) that this is due to chance, giving us 95% confidence that the improved
process is better than the current process.

Transition from DOE to SPC

11. Positrol (or precontrol): Units are classified as red, yellow or green based on where they fall in relation to
the specification or tolerance. Green is the middle half of the tolerance, yellow is the remaining half of the
tolerance and red is beyond tolerance. Sampling frequency is determined based on how often the process needs
adjustment. If a sample is green, continue running. If a sample is yellow, select a second sample. If the second
sample is yellow, stop and adjust or correct the process. If either sample is red, stop and adjust or correct the
process.
12. Process Certification (Process Control, and Management Plan): Defines the who, how, where and when
of controls that will ensure that the important variables or factors are kept under tight control.

Note: Response Surface Methodology and Full Factorial Experiments are classical DOE techniques. What Mr.
Shainin refers to as Process Certification is what we know in Six Sigma as the Process Control and Management
Plan. The scatterplot or XY plot is typically included in the Six Sigma body of knowledge.
Deming’s Principles

1. Create constancy of purpose toward improvement of product and service, with the aim to
become competitive and to stay in business, and to provide jobs.
2. Adopt the new philosophy. We are in a new economic age. Western management must
awaken to the challenge, must learn their responsibilities, and take on leadership for
change.
3. Cease dependence on inspection to achieve quality. Eliminate the need for inspection on
a mass basis by building quality into the product in the first place.
4. End the practice of awarding business on the basis of price tag. Instead, minimise total
cost. Move towards a single supplier for any one item, on a long-term relationship of
loyalty and trust.
5. Improve constantly and forever the system of production and service, to improve quality
and productivity, and thus constantly decrease costs.
6. Institute training on the job.
7. Institute leadership. The aim of supervision should be to help people and machines and
gadgets to do a better job. Supervision of management is in need of an overhaul, as well
as supervision of production workers.
8. Drive out fear, so that everyone may work effectively for the company.
9. Break down barriers between departments. People in research, design, sales, and
production must work as a team, to foresee problems of production and in use that may be
encountered with the product or service.
10. Eliminate slogans, exhortations, and targets for the workforce asking for zero defects and
new levels of productivity. Such exhortations only create adversarial relationships, as the
bulk of the causes of low quality and low productivity belong to the system and thus lie
beyond the power of the work force.
11. a. Eliminate work standards (quotas) on the factory floor. Substitute leadership.
b. Eliminate management by objective. Eliminate management by numbers, numerical
goals. Substitute leadership.
12. a. Remove barriers that rob the hourly paid worker of his right to pride in workmanship.
The responsibility of supervisors must be changed from sheer numbers to quality.
b. Remove barriers that rob people in management and engineering of their right to pride
in workmanship. This means, inter alia, abolishment of the annual or merit rating and
management by objective.
13. Institute a vigorous program of education and self-improvement.
14. Put everybody in the company to work to accomplish the transformation. The
transformation is everybody's job.