Measure Phase Workbook - Final

Six Sigma Week Two
Measure Phase
Classroom Workbook
Superior Essex, Jan 2014 2 Measure Phase Workbook.doc
Week Two Table of Contents
ABOUT THIS WORKBOOK......................................................................................................7
Black Belt and Green Belt Training Modules..................................................................7

Activity Icons....................................................................................................................8
SIX SIGMA: INTRODUCTION TO WEEK TWO........................................................................9
Exercise 1.1: What is Six Sigma?...................................................................................9

Matching: Six Sigma Roles and Responsibilities..........................................................10
Exercise 1.2: Six Sigma Storyboard..............................................................................11
MODULE 2: CLARIFY THE PROCESS, PRODUCT AND CUSTOMER CARE-ABOUTS. . .13
Exercise 2.1A: Create an IPO Diagram: Fire Catapult..................................................13

Exercise 2.1B: Create an IPO Diagram: Your Project..................................................16
Who are Customers?.....................................................................................................17
Exercise 2.2: Identify Customers and Their Care-abouts.............................................18
Exercise 2.3: Detailed Process Map: Fire Catapult......................................................20
MODULE 3: CHARACTERIZE THE DEFECT........................................................................23
Exercise 3.1: Critique Your SOW..................................................................................23

Match the Boxplot to the Distribution.............................................................................26
Exercise 3.2: Visual Representation of Data.................................................................27
Reference: Creating Charts and Graphs in Minitab ®.....................................................30
Exercise 3.3: Visual Representation of Data: Seat Track Rail......................................43
MODULE 4: DETERMINE MEASURE OF INTENDED FUNCTION.......................................45
Exercise 4.1: Intended Function Statements................................................................45

Exercise 4.2: Create a How-How Diagram...................................................................47
Brainstorm Process Ys: Battery Heat Seal Example....................................................49
Exercise 4.3: Measure of Intended Function: Stamping Parts and Foaming Panels. . .50
Exercise 4.4: Multi-vari Analysis: Molding Foam Blocks and Laser Welding...............53
MODULE 5: VALIDATE THE MEASUREMENT SYSTEM.....................................................55
Exercise 5.1: Identify the Components of Measurement Variability.............................55

Exercise 5.2: Which Component of Measurement Error?.............................................56
Exercise 5.3: Sources of Measurement Variation.........................................................57
% Study Variation vs. % Tolerance – Which One?.......................................................58
Exercise 5.4: Variable Gage R&R Using Minitab..........................................................59
Exercise 5.5: A Variable Gage R&R..............................................................................60
Gage R&R Discussion: Measurement Challenges.......................................................61
Exercise 5.6: Attribute Gage R&R: What Source of Variability?...................................62
Exercise 5.7: Attribute Gage R&R Minitab® Practice....................................................63
MODULE 6: EVALUATE PROCESS BEHAVIOR..................................................................65
Exercise 6.1: Average Daily Production Costs..............................................................65

Process Control Discussion..........................................................................................68
Exercise 6.2: Distribution of Individuals and Averages.................................................69
Exercise 6.3: X Bar & R Charts Using Minitab..............................................................71
Reference: Construction of an I-MR Chart....................................................................74
Exercise 6.4: I-MR Charts Using Minitab®.....................................................................76
Reference: Construction of p and u Charts...................................................................78
Exercise 6.5: p & u Charts Using Minitab®....................................................................80
Exercise 6.6: Dark Streaks on Door Panels – Testing the Potential Cause.................83
MODULE 7: EVALUATE PROCESS CAPABILITY................................................................85
Exercise 7.1: Test for Normality....................................................................................85

Exercise 7.2: Describing Data.......................................................................................88
Exercise 7.3: Determine Area Using z Table................................................................90
Cp Index Calculation.....................................................................................................93
Exercise 7.4: Process Capability...................................................................................94
Exercise 7.5: Process Capability Using Minitab ®........................................................101
Exercise 7.6: Fitting Curve to the Data.......................................................................104
Exercise 7.7: Process Capability - Case Study #2: Six Cavity Mold: You Decide......109
Example of Completed Measure Phase: Cut Strips....................................................115
Exercise 7.8: MEASURE Phase Workshop................................................................117
MODULE 8: IDENTIFY POTENTIAL X’S..............................................................................119
Distinguishing Y’s from Xs: Example...........................................................................119

A team is working to improve training effectiveness...................................................119
Exercise 8.1: Xs and Ys..............................................................................................120
Exercise 8.2: Control or Noise?...................................................................................121
Exercise 8.3: Brainstorm Factors – Your Project........................................................122
Stating Ideas as Causes.............................................................................................123
Exercise 8.4: Cause and Effect Diagram....................................................................124
Exercise 8.5: How to Proceed?...................................................................................126
APPENDIX.............................................................................................................................127
Improvement Project Storyboard.................................................................................129

Z Table.........................................................................................................................131
Control Chart Constants..............................................................................................133
Black Belt Certification.................................................................................................135
Green Belt Certification...............................................................................................136
Measure Phase Major Tasks.......................................................................................137
Basic Statistics-References.........................................................................................138

Week 2: Measure Phase Workbook About This Workbook
About This Workbook

Introduction
This workbook contains key learning points and reference instructions that will
assist in executing your Six Sigma projects.
You may find it helpful to follow along in the workbook as the instructor presents
the material. Be sure to take notes on topics of interest to you.
The table of contents will guide you to all exercises and reference sections.
Black Belt and Green Belt Training Modules

The chart below lists all the modules required to complete Black Belt and Green
Belt training:

Week 2: Measure Phase Workbook About This Workbook
Activity Icons

Week 2: Measure Phase Workbook Module One: Introduction
Six Sigma: Introduction to Week Two

Exercise 1.1: What is Six Sigma?
ASSIGNMENT:
1. Brainstorm: What is Six Sigma? List many ideas,
descriptions.
2. Create a statement: Six Sigma IS…
3. Create a second statement: Six Sigma IS NOT…
Brainstorm: What is Six Sigma?
Statement: Six Sigma IS:
Statement: Six Sigma IS NOT:

Matching: Six Sigma Roles and Responsibilities
Match the Role to the Person Responsible:
PERSON
ROLE RESPONSIBLE
1. Coaches and educates leaders and BBs a. Black Belt/ Green Belt
2. Provides process/ product expertise b. Process Owner
3. Owns the Six Sigma project c. Master Black Belt
4. Leads team through MAIC

d. Controller
5. Determines cost impact

e. Team Member
6. Overcomes obstacles/ assures SS

execution within group f. Business Leaders
7. Most responsible for identifying g. Champion

improvement opportunities

Exercise 1.2: Six Sigma Storyboard
ASSIGNMENT:
1. Review the storyboard steps and the
sequential questions.
2. Which steps/questions do you think may
pose the greatest challenge?
3. Which steps/questions do you think are most
critical to reducing variation?
Define
1 Identify what’s important to the customer. Define project scope.
Measure
2 Determine what to measure (Y) and validate the measurement system.
3 Quantify current performance and estimate improvement target.
Analyze
Analyze
4 Identify causes (Xs) of variation and defects.
5 Provide statistical evidence that causes are real.
Improve
6 Determine solutions (ways to counteract causes) including operating
levels and tolerances.
7 Install solutions and provide statistical evidence that the solutions work.
Control
8 Put controls in place to maintain improvement over time.
9 Provide statistical evidence that the improvement is sustained.

Which steps/questions do you think may pose the greatest challenge?
Which steps/questions do you think are most critical to reducing variation?

Week 2: Measure Phase Workbook Module Two: Clarify the Process, Product and Customer Care-abouts
Module 2: Clarify the Process, Product and Customer Care-

abouts
Exercise 2.1A: Create an IPO Diagram: Fire Catapult
Introduction:
IPO Diagrams are “high-level” process maps.
 Input: Material that enters the system.
 Process: Actions taken upon or using the input.
 Output: Results of the processing that then exit the system.
Materials, Process stated in The tangible

components, energy Verb / Noun product that the
format process produces
Why Create an IPO?

An IPO provides clarity for the team.
 Different team members may have differing views of what constitutes “the
process”.
 An IPO is an excellent communication tool.
 A glance at the IPO provides anyone with an instant understanding of the process
on which the team is working.
An IPO should also identify the Major Subsystems of the process. The best way to identify
subsystems is to observe the process firsthand.
This process has three

major steps
(called subsystems).

Process to observe Major Subsystems:

1. Go to plant floor, observe the process.
2. Take detailed notes on how the work flows.
 What are the process steps?
 How is the material transported?
 What are the inputs and outputs of each step?
3. Group the detailed steps into 3 to 5 (value-added) major process steps (or
subsystems).
ASSIGNMENT:
Collect Data:
The goal is to launch balls a target of 13 feet (+/- 2 feet) using a catapult.
1. Each team member launches 3 balls.
2. Measure and record the distance of each shot (this data will be
used later). Keep notes on the process steps.
3. If balls do not reach the target distance, adjust the pull-back
position of the rubber band and re-shoot.
Construct IPO Diagram:

1. Construct an IPO Diagram of the “Fire Catapult” process:
2. Include major process steps (sub-systems).
3. Draw your completed IPO Diagram on the flipchart and choose a
person to present it to the group.

Notes on the Fire Catapult process:

Exercise 2.1B: Create an IPO Diagram: Your Project
ASSIGNMENT:
1. Consider your own Six Sigma project.
2. Imagine you are observing the workflow of your project’s process.
3. Construct an IPO Diagram for your process.
 Include major process steps (sub-systems).
4. Place one IPO from your table on the flipchart to share with the
larger group.

Who are Customers?
Introduction:
Six Sigma is all about improving processes for the customer! We want to assure our
processes and products deliver what the customer wants. It is critical that the output of a
process meets the high-priority needs of all of its customers.
 A customer is anyone who receives or uses the output from a process.
 Customers are “People who...”
 Customers can be internal (within ESSEX) or external (outside ESSEX).
 What do the “People who...” receive the output care about? What do they want or
need to do their jobs or when using the product? Internal and External customers
may have similar or different care-abouts.
 Often, we need to observe the customer to identify customer care-abouts and to
determine if they are being met.
For each customer group identified, what do you think they care about?
PROCESS Some Customers Their Care-abouts
CREATE SIX SIGMA

TRAINING
Output: Training Course

Exercise 2.2: Identify Customers and Their Care-abouts
ASSIGNMENT:
1. Consider the process “Mold Visor Cores” (a
component of the automobile visor
assembly), as shown in the IPO below.
2. Identify both the Internal and External
customers for the Mold Visor Cores process.
3. Document the (probable) customer care-
abouts for each customer group. Try to think
from their perspective.

MOLD VISOR CORE PROCESS

Internal (within) ESSEX Customer Care-abouts
External (outside) ESSEX Customer Care-abouts

Exercise 2.3: Detailed Process Map: Fire Catapult

Introduction:
A detailed Process Map documents both value added and non-value-added work. It
should show the exchanges of work between departments. In addition, Process Mapping:
 Enables us to see the process (the way work gets done)
 Turns “hidden” process steps into “visible” process steps
 Provides focus on customers
 Is an important communication tool
 Provides a common way to analyze processes
 Provides a framework for collecting data
 Provides direction for improvement
Best Practices for creating Process Maps:

 Capture the “sometimes we do it” process steps.
 Avoid using process flow documents that describe how the process should be
done.
 Be sure to start with tangible process boundaries (specific events that describe the
process “start” and “end” points).
 Clearly state the primary output that defines why the process exists.
 Maintain focus on the customers and what they receive from the process.
Two types of Process Maps:
Customer Step 1 Step 4

A Linear Map is used when the
process is not complex or
Service
Provider
Step 2
when creating from subsystem
(macro) process steps. Supervisor
Step 3
Admin
A Cross-functional Map is used when the

process has multiple hand-offs between
departments.
A common approach is to use a high-level linear map in Measure Phase, then a cross-
functional map in Improve Phase.

Creating an “AS IS” Cross-functional Process Map

1. Fix process start & end points.
2. List all departments or groups involved in the process. (Record in left column of
swim lanes; display on wall).
3. Brainstorm list of high-level process steps. (Walk through the process and interview
others, as needed).
4. List high-level process steps on sticky notes. (Place in swim lanes).
5. Discuss, review & modify.
6. Agree on “as is” cross-functional process map.
Example of Linear Process Map

Customer Change Request Process
Customer
Change Meet w/
Sales
Request
Create
No
Sketch
Estimate Impact
Impact OK?
Yes
Change Drawing
Drawing OK?
Yes
No
Create File
Package
Customer
Send to Receives
Customer CAD Files
Process Map Shapes:
Start or End of Process
Activity or Process Step
Decision or Inspection Point
Connector
Direction of Flow


Exercise 2.3: Fire Catapult Process Map
ASSIGNMENT:
1. Review the process notes and IPO that your team constructed for
the Fire Catapult process.
2. Construct a detailed Process Map of the Fire Catapult process.
3. Be sure to include value-add and non value-add process steps.
4. Prepare to share your Process Map with the larger group.
Fire Catapult Process Map:

Week 2: Measure Phase Workbook Module Three: Characterize the Defect
Module 3: Characterize the Defect

Exercise 3.1: Critique Your SOW
Introduction:
The SOW is a central document that ensure the team has the clarity it needs to move
forward in the right direction. Its important that you ensure your SOW effectively
communicates the project scope and direction.
Team
Communication
Tool
Clarity on the critical components of the SOW is essential to project success:
1. Project Title
The title of every Six Sigma project should follow this standard:
Process Name > Hyphen> Improvement Objective
2. Y’s
In Six Sigma, a “Y” is the output variable, or measure of a process. A “Y” is a
specific measure to be improved.
Examples: Number of scrapped parts, Scrap cost per day, Tube diameter
3. Problem Statement
The Problem Statement clearly states the Root Problem, or defect that the project
will address. It clearly answers the question: “What is Wrong with What?”
You must also answer the question: “And I know this because…”, by including the
time-bound data source.
Deviation Root Problem Statement: Object

WHAT IS WRONG WITH WHAT.
State the Root Problem, not the symptoms.
Example: DARK STREAKS on DOOR PANELS

Five Whys:
The “Five Whys” is a technique for transitioning from a symptom statement to a
root problem statement. Begin by asking “WHY”? Why did this symptom occur?
The point at which “why” can no longer be answered becomes the Root Problem
Statement.
Note: The goal is NOT to find the root cause, just a clear, crisp description of the
defect.
4. Project Objective
The Project Objective summarizes (and quantifies) the goal of the Six Sigma
project. It expresses how the team expects to address the root problem (problem
statement).
In that way, the Project Objective is linked to the Problem Statement, which is
linked to the Ys: the measure of what is to be improved.
ASSIGNMENT:
1. Review the SOW for your Six Sigma project and discuss it with
your neighbors.
2. Assess these 4 critical components of your SOW:
 Project title (proper format?)
 Ys (clear measures, with unit of measure?)
 Problem statement (stated as “What is wrong with what”?)
 Project objective (quantified improvement for each Y?)
3. Homework: Update your SOW as needed.

Project Title:
Y’s:
Problem Statement:
Project Objective:

Match the Boxplot to the Distribution

2 Minutes
| |
Uniform
Distribution
| |
Skewed
Distribution
| |
Normal
Distrib
ution

Exercise 3.2: Visual Representation of Data

Introduction:
An important step in characterizing the defect is to visualize the data through good graphing.
Data should be visually displayed in a useful manner prior to conducting any statistical
analysis.
 For any given set of data, appropriate graphs must be created to generate a
deeper understanding of the defect and clues to its cause.
 Numerous types of graphs exist, revealing different types of information.
Data should be visually displayed in a useful manner

prior to conducting any statistical analysis.
ASSIGNMENT:
1. Open 3.2 Visual Data.MTW -- Consider the given data sets:
3.2A: Battery Paste
3.2B: Production Interruption)
3.2C: Fire Catapult (enter data from exercise 2.1)
2. Produce graphs (for each data set) that allow you to best
see what is happening with the process output.
3. Choose from the types of graphs introduced in this module.
4. Document the questions that the graphs prompt you to ask.
 Note the Charts and Graphs reference section in this workbook.

Part 3.2A: Battery Paste

 A team is measuring the thickness of Lead Acid Battery Paste.
 Acceptable specifications are 9.5 – 10.5 mm.
 The Minitab® file contains time ordered data from one production line.
Battery Paste Example

Type of Graph Question
Part 3.2B: Production Interruption

 A team is addressing the problem of overtime in a plant.
 Data was collected on production interruption for one month.
 The Minitab® file contains time-ordered data from one production line.
Production Interruption Example


Part 3.2C: Fire Catapult

 Review the data collected on the Fire Catapult exercise 2.1.
 Insert the data into Minitab®.
Fire Catapult Example

Notes:

Reference: Creating Charts and Graphs in Minitab®
*Control Charts will be discussed in a later module.

DOT PLOT
Description:
WHAT WHY WHEN

A graph in which each data value To visualize how data are Variable data
is plotted as a point distributed.
(or dot) along a continuous scale To “see” the center and the
of values. amount of variability in the data.
How to create:
 Open Minitab® file “location one.mtb”.
 From the menu bar, Choose Graph è Dotplot
 Under One Y: è choose Simple èClick OK

Creating a Dot Plot (continued)
 Now choose the data column (C1): “Location 1” by highlighting its name
 Click Select
 Click OK
Result:
Dot Plot of Location 1

HISTOGRAM
Description:
WHAT WHY WHEN

A bar graph in which data are grouped To show center, Variable data
into classes. The height of each bar variability, and shape
shows how many or what proportion of of data.
data values fall in each class.
How to create:
 Open Minitab® file “location one”.
 From the menu bar, Choose Graph è Histogram
 Choose Simple
 Click OK
 Choose data column (C1) : “Location 1” by highlighting its name

 Click Select
 Click OK

Creating a Histogram (continued)
Result:
Histogram of Location 1
Note that this data shape

has a gap. It is not a good
representation of data
shape.
Class ranges must be

adjusted in order to
visualize the true
shape of the data.
The data must be properly grouped in order to understand the shape of the data distribution.
 The following guidelines are useful in order to properly group data sets to produce a useable
histogram:
Number of data points Number of classes
Under 50 5-7
50 -100 6 -10
100 - 250 7-12
Over 250 10 - 20
 From the “Edit Bars” window select “Binning”

 Interval type = Midpoint
 Choose “Number of intervals” è Enter “5”
 Click “OK”

Creating a Histogram (continued)
Result:
USEFUL Histogram of Location 1.

BOX PLOT
Description:
How to create:
 Open Minitab® file “location one”.
 From the menu bar, Choose Graph è Boxplot
 Choose Simple
 Click OK
 Choose data column (C1) : “Location 1” by double-clicking on its name.
Result:
Boxplot of Location 1

LINE GRAPH (TIME SERIES PLOT)

Description:
WHAT WHY WHEN

Every data point, plotted in To see if the process is Generally used with
time order from left to right. changing over time. variable data, could be
used with attribute data.
How to create:
 Open Minitab® file “rail effort.mtb”.
 Select: Graph Time Series Plots  Simple  OK
 Choose “effort” file, then click OK. Click OK again.
Result:
Time series plot of effort versus track.
Time Series/Line Graph Plot of Effort

80
70
60
Effort
50
40
30
3 6 9 12 15 18 21 24 27
Track

SCATTER DIAGRAM (SCATTERPLOT)

Description:
WHAT WHY WHEN
A graph of paired data To see what kind of relationship Variable data
(x, y). exists between the two
variables, x and y.
How to create:
 Open Minitab® file “production cost.mtb”.
 Select: Graph Scatterplots  Simple OK
 Fill in as shown, then select OK twice.
Result:
Scatterplot of Production Cost versus Lot Size.
Scatterplot of Production Cost per Unit vs Production Lot Size

14
12
Production Cost per Unit
10
0
100 150 200 250 300
Production Lot Size

PARETO CHART
Description:
WHAT WHY WHEN

A tool to display categorical data. To separate the “vital Categorical
Categories are ordered highest count to few” from the trivial data
lowest. Bars represent categories. The bar many.
height represents the category frequency.
How to create:
 Open Minitab® file “production interruption.mtb”.
 From the menu bar:
Choose Stat è Quality Tools è Pareto Chart
 Check “Chart defects data in”

 Fill in as shown, then select Options

Creating a Pareto Chart (continued)
 Check “Do not chart cumulative percent”
With this option

checked, the chart will
display the bars,
without the cumulative
percent line.
Result:
Pareto Chart of Type of Interruption:

PIE CHART
Description:
WHAT WHY WHEN
Graphical tool to display categorical data. To see the biggest Categorical
Pie slices represent categories. Size of the contributors to the whole. data
slice represents the category proportion.
How to create:
 Open Minitab® file “pie chart.mtb”.
 Select: Graph Pie Chart Fill in as shown.
 Select: Pie Chart Options

Result:
Pie Chart for Frequency of Occurrence:
Pie Chart of Frequency of Occurrance vs Type of Interruption

C ategory
Machine Break down
Defectiv e Production
No Material
C hange-ov er
Tool Breakdown
Defectiv e Material
Maintenance
No Labor

CONCENTRATION CHART (FOR DATA COLLECTION)

Description:
WHAT WHY WHEN
Graphical tool used during data collection, To determine if there is a Attribute data
to display where on the part defects occur. pattern to the physical
location of defects.
Sample Concentration Chart
= Contamination on door panel skin.

1 2 3 4 5
Concentration Chart Method
1. Make a drawing of the unit under analysis.

2. Add a grid to the drawing.
3. From a sample of parts with defects, record the location and type of each defect that occurs.
4. Use a different symbol for each type of defect.
5. Place the appropriate symbol at the defect location on the drawing.
6. Total the number of defects in each cell of the grid.
7. Analyze the completed chart

Exercise 3.3: Visual Representation of Data: Seat Track Rail

Introduction:
A team is addressing variation in seat track rail dimensions. The process to create the
rails basically takes a long narrow sheet of metal and folds it into the rail shape.
.
Top
Top Rail
Rail
Ball
Ball bearings
bearings
– Seat track rails allow passenger seats to move position.

– The bottom track is mounted to the floor and the top rail is
mounted to the seat. The tracks move via ball bearings.
– Seat track rail dimension variation negatively effects the quality
(smoothness) of the seat motion.
Bottom
Bottom Rail
Rail
– The process to create the rails is to fold a

long narrow sheet of metal into the rail
shape.
– The team has collected data on the top rail.
Data is collected at multiple points along the
seat track rail (x).

Nominal
Actual
– Data was gathered using a

CMM machine that measured
the described points at +/- 100
places along the rail (x
location).
– Deviation from specification is
measured from a reference
point (center of rail track) to
points where the rail is to begin
curving (Left or Right Y and Z).

ASSIGNMENT:
A Team is addressing variation in Seat Track Rail dimensions.
1. Review the above diagrams.
2. Consider the Minitab® data set (3.3 Rail Dimensions.MTB).
3. Produce graphs that allow you to best see what is
happening with the process output.
 Choose from the types of graphs introduced in this
module.
4. Document the questions the graphs lead you to ask.
Data is available for five rails:

 Y and z direction (the x-direction) deviations along the rail length.
 The average y and z deviations along the rail length.
 Specifications are +/- .2 mm from nominal.
Seat Track Rail Dimension

Graph Question

Week 2: Measure Phase Workbook Module Four: Determine Measure of Intended Function


Exercise 4.2: Create a How-How Diagram

Introduction:
A how-how diagram is a means to document the interrogation of the process.
A cousin to the “Five Whys” process, in a How-How diagram, each process step is
questioned with “how?”, and each response is questioned with “how?”, until a complete
understanding of the process’s functionality is documented.
Unlike the Process Map, the How-How diagram deals only with the physics of how the
process works. The tree may have as many branches as needed to describe the complete
physics.
The physics becomes more detailed,

moving left to right.
ASSIGNMENT:
1. Select one of the Six Sigma projects from your group.
2. Create a How-How diagram of the process, filling in
answers to the extent known.
3. Create a list of “How” questions to ask subject matter
experts.
4. Be prepared to share the diagram and questions with
the larger group.

How-How Diagram
Process:____________________________________

Brainstorm Process Ys: Battery Heat Seal Example
Introduction:
 To get a good seal, the melting of plastic at all locations around the sealed area should
be consistent.
 Consider the physics of the process:
 What measures could reflect that?
Intended Function:
To create seal between
cover and container.
Effective
Easy to Measure?
Possible Measures (Process Ys) Measure?

Exercise 4.3: Measure of Intended Function: Stamping Parts and

Foaming Panels
ASSIGNMENT: Two Examples

- Process Example A: Stamping Parts
- Process Example B: Foaming Panels
For the example to which your team is assigned:
1. Write a statement of intended function for each process.
2. To the extent possible, describe the physics of how the process
works.
3. Propose one or more Process Ys that the team might consider.
4. Evaluate the effectiveness and ease of using each metric.
5. Prepare to present your findings to the larger group.
Notes:

Process Example A: Stamping Parts

Introduction:
Review the graphics below that depict the Stamping Parts process and the “fracture”
defect.:
Inputs Process Outputs

• Sheet metal STAMPING • Formed part
blank PARTS
• Press break
Draw
• Die
Punch
Form
How Defects Occur:
PROCESS EXAMPLE A: Stamping Parts

Intended Function:
Physics Description:
Possible Process Ys: Effective Measure? Easy to Measure?

Process Example B: Foaming Panels

Introduction:
Panels, used within air handling units, are filled with a liquid “foam”. The foam expands
inside the panel, resulting in a solid foam that should fill the entire panel.
The problem is that the panels do not always fill completely. To compensate, operators
typically use a “fudge factor” and shoot in considerably more foam than is needed.
Wasted foam pours out the ventilation holes, into the plant.
Inputs Process Outputs
• Sheet metal Foam Panels • Panels filled
• Foam with foam
chemicals (solid)
(liquid)
• Hardware
Defects
The panels are closed on all four sides, but are

shown opened here to illustrate how foam grows.
PROCESS EXAMPLE B: FOAMING PANELS

Intended Function:
Physics Description:
Possible Process Ys: Effective Measure? Easy to Measure?

Exercise 4.4: Multi-vari Analysis: Molding Foam Blocks and

Laser Welding
ASSIGNMENT:
1. Read the description of the processes, below:
 Process Example A: Molding Foam Blocks
 Process Example B: Laser Welding
2. Using Minitab® and the data in the Minitab file “4.4 Multivar.MTB”,
create a Multi-vari chart for each process.
(In Minitab® : Select Stat > Quality Tools > Multi-vari Chart.).
3. Determine the source of greatest variability for each of the
processes.
Process Example A: Molding Foam Blocks

Introduction:
Large Foam Blocks are molded, then
sliced into sheets for use in making
headliners. Uniform density of the foam is
desired.
Three blocks are measured. From each
block, three sheets (slices) are sampled:
from near the bottom, the middle, and
near the top.
From each sheet, density measurements
were obtained from seven locations per
sheet.
Largest source of variability:

 Block to Block
 Between Sheets
 Between Locations

Process Example B: Laser Welding

Introduction:
Weld integrity can be determined by measuring
“fusion width”.
The goal is to obtain consistent width welds while staying above 1m.m.
We have data from the beginning and the end
of a four-hour run.
The data comes from four different fixtures and
from four weld locations on each frame.
FUSION WIDTH
1 2
3 4
Largest source of variability:

 Over time
 Between Fixtures
 Between Weld Locations

Week 2: Measure Phase Workbook Module Five: Validate the Measurement System
Module 5: Validate the Measurement System

Exercise 5.1: Identify the Components of Measurement Variability
Introduction:
Total variation in the measurement process (Gage system error) is the sum of:
– Accuracy (Bias) – Reproduci
– Repeatability bility
– Stability
ASSIGNMENT:
1. Review the graphic representations of Measurement System components.
2. Match the verbal description to the graphic depiction.
A B
C D
1. The variation in the average of at least two sets of measurements obtained with a gage as
a result of time on the same pieces.
2. The difference between the observed average of measurements and the true average of
the items measured.
3. The variation in measurements obtained with a gage when used several times by one
operator while measuring the identical characteristic on the same sample piece.
4. The variation in the average of measurements taken by different operators using the same
gage while measuring the identical characteristic on the same pieces.

Exercise 5.2: Which Component of Measurement Error?

Introduction:
Gage system error is defined as the sum of the variation due to accuracy, repeatability,
reproducibility, and stability. The Six Sigma team must be aware of this variability and
able to easily identify their existence when constructing and evaluating a measurement
system.
ASSIGNMENT:
1. Read the following measurement scenario, below.
2. Identify the component of measurement error as
described in the statements.
 The known true weight of a part is 185.97 grams.

 Using a digital scale, the following 5 repeat weight measurements of the
same part, by the same operator, are obtained over a short period of time:
 182.40, 182.39, 182.41, 182.37 and 182.43.
1. The average weight over 5 readings is 182.40. Given the known true
weight of 185.97, the scale is consistently under-measuring part weight,
by on average of 2.97 grams.
2. Consistency of the readings from measurement to measurement is also

a concern. In this case, the range of the measurements is 0.06 pounds.



Exercise 5.3: Sources of Measurement Variation

Introduction
 A team is studying the Solid Core Riveting process.
 They need to measure button height and diameter.
ASSIGNMENT:
Review the picture and answer the questions:
Button D
Diameter Button
H Height
1. What sources of variation will need to be considered in order to obtain reliable

measurements on button height and diameter?
2. How should the measurement system study be conducted?

% Study Variation vs. % Tolerance – Which One?
 Discuss at Your Table and Use the Flipchart.

Introduction:
1. % Study Variation is used for baselining a process (Measure phase of D-MAIC).
Be certain that current process variation:
• Is captured in the parts selected
• Is not overstated
• Is not understated
 Gage R & R Study Var   0 . 34306 

% Study Var  100     100     32 . 66 %
 Total Variation Study Var  1 . 05042 
2. % Tolerance is used when deciding good vs. bad part:
 Gage R & R Study Var   0 . 34306 

% Tolerance  100     100     22. 87
 Tolerance Range   1 . 5 
Why is % Study Variation used for baselining a process and why is % Tolerance
used for deciding good or bad parts?

Exercise 5.4: Variable Gage R&R Using Minitab
ASSIGNMENT:
1. Open the file: 5.4 GAGEAIAG.MTW
2. Follow the instructions below to perform
Gage R & R analysis.
1. Retrieve file: 5.4 GAGEAIAG.MTW

2. Select: Stat > Quality Tools > Gage Study >Gage R&R Study (crossed)
3. For “Part Number”, select C1 – Part
4. For “Operator”, select C2 – Operator
5. For “Measurement Data”, select C3 – Response
6. Select: Options>Study Variation and enter 5.15 (number of standard deviations)
7. Click OK , OK
Notes:

Exercise 5.5: A Variable Gage R&R
ASSIGNMENT:
1. Each team will be given 10 items to measure and one measuring device.
2. Each of 3 operators will measure each item twice. The parts should be
measured in random order and the first trial is independent of the second.
3. Record the findings on a data collection sheet.
4. Enter the data into Minitab® and analyze using the ANOVA method.
5. Answer the question:
Is the measurement system adequate?

Why or Why not?
Notes:

Gage R&R Discussion: Measurement Challenges
Discuss the following questions with your tablemates :
 What if the part changes? How can we distinguish between variation from time-to-time for
the part and variation due to the measurement system?
 What if the test is destructive?
 Can we use averaging of measurements to improve the repeatability of our results? Why
or why not?

Exercise 5.6: Attribute Gage R&R: What Source of Variability?

ASSIGNMENT:
The data sheets below contain Attribute Gage R&R data.
1. Review the examples below.
2. Match the examples (see highlighted areas) to the
type of variability listed.
3. Explain how the variability might occur.
Example #1 Appraiser 1 Appraiser 2

Sample Attribute First Repeat First Repeat Sample Attribute First Repeat First Repeat Sample Attribute First Repeat First Repeat
1 G G G G G 1 G G G G G 1 G G G G G
6 G NG G G G 6 G NG G G G 6 G NG G G G
9 NG G G NG NG 9 NG
NG G G NG NG 9 NG G G NG NG
10 NG NG NG G G 10 NG NG NG G G 10 NG NG NG G G
13 NG NG NG NG NG 13 NG NG NG NG NG 13 NG NG NG NG NG
17 NG NG NG NG NG 17 NG NG NG NG NG 17 NG NG NG NG NG
 Match the example (see highlighted areas) to the type of variability listed:
Variability Type Examle # How might this variability occur?
Within Appraiser
Between
Appraiser
Appraiser vs.
Standard

Exercise 5.7: Attribute Gage R&R Minitab® Practice
ASSIGNMENT:
Follow the instructions, then determine if
the measurement system is acceptable.
1. Teams of 3:
 One person will serve as the “expert” who decides if the parts are “truly” good or
bad.
 The other two people are inspectors.
2. As an inspector, you must decide if the M&M’s being processed are “shippable” to the
customer. (Criteria for a “good” M&M: Colorful, Shiny, Good “M”.)
3. Line up the 30 M&M’s on a sheet of paper next to the numbers 1 through 30.
4. After the “expert” evaluates the samples, each inspector evaluates each of the 30
M&M’s twice. Make sure the first trial is independent of the second trial.
5. Enter the data into Minitab® and analyze results using Stat > Quality Tools >
Attribute Agreement Analysis.
Notes:

Notes



Week 2: Measure Phase Workbook Module Six: Evaluate Process Behavior
 Question 1: Based on this graph,

should we look for cause(s) of cost
increase?
____________________________________
____________________________________
Superior Essex, Jan 2014 71 ____________________________________

Measure Phase Workbook.doc
____________________________________
Did you ask for more data? That’s a good start.

 Question 2: Looking at the data above, what might you do next?
Question 3: The production manager has asked you to investigate why some days are
higher cost than others.
 Is this a reasonable question to ask?
 Explain:

Part Two: Corrective Action

After a long meeting with the production manager, a corrective action plan was developed.
Later that week, the actions were implemented. The next four weeks of data are shown
below:
 Question 4: Did the corrective action work? Explain:

Process Control Discussion
 Is this process capable?

 Explain.

Exercise 6.2: Distribution of Individuals and Averages

Part One: Data Collection
ASSIGNMENT:
Each person is to call out last 4 digits of their home phone number.
Record each value as it is called out by placing an “X” in the
appropriate place in the chart below.
Begin at the bottom of the chart.
INDIVIDUAL VALUES
0 1 2 3 4 5 6 7 8 9

Part Two: Recording Averages

ASSIGNMENT:
Compute the average of the last four digits of your home phone number (round to nearest .5).
Each person is to verbally call out their own average value (or values, if more than one number is used.)
Record each value as it is called out by placing an “X” in the appropriate place in the chart below.
Begin at the bottom of the chart.
Last 4 digits of phone #: ______________ Average: ______________
0 .5 1 1.5 2 2.5 3 3.5 4 4.5 5 5.5 6 6.5 7 7.5 8 8.5 9 9.5
Part Three ASSIGNMENT:

Compare the two distributions. What do you observe?

Exercise 6.3: X Bar & R Charts Using Minitab

Part One: With Instructor
 A team needs to review the dimension (inches) of a feature detail on a vehicle
headliner.
 The subgroup size is n=5
ASSIGNMENT:
1. Open the data file 6.3 X-Bar and R.MTW
2. Follow the lead of your instructor to construct X Bar
and R Charts using the data in Column 1 (Dimension).
3. Note the reference instructions below.
 Open worksheet:

 Select Stat > Control Charts > Variable charts for subgroups > Xbar-R
 In the dialog box, enter “C1 Dimension”.

 In subgroup sizes: enter “5”
 Select OK
 What can be said about the Range Chart?
 What can be said about the X Bar Chart?
 Is the process in statistical control?

Introduction: Part Two (a) You Try It: “Response Time (Hours)”
 A help desk team has collected data on the time (in hours) to respond to customer
requests.
 The data is five calls from each of 15 days.
ASSIGNMENT:
Construct X Bar and R Charts using
the data in Column 2 (Hours).
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
Part Two (b) You Try It: “Decal Position (mm)”

 A team needs to review the position of a decal.
 Samples are taken every hour, with the 1st sample taken at shift start-up (3rd data
column). n=5
ASSIGNMENT:
Construct X Bar and R Charts using
the data in Column 3 (Position).
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________

Reference: Construction of an I-MR Chart

Introduction
The followiing provides information on the basis of how an I-MR is constructed in Minitab ®.
1. Individual measurements are recorded for each subgroup:
Sample 1 2 3 4 5 6 7
X 8 8.5 7.4 10.5 9.3 11.1 10.4
MR 0.5 1.1 3.1 1.2 1.8 0.7
2. Compute the Moving Range for each subgroup starting with subgroup 2. MR
equals the Range for the subgroup and the previous subgroup’s value.
Subgroup 2 : MR = 8.5 - 8.0 = .5

Subgroup 3 : MR = 8.5 - 7.4 = 1.1
Subgroup 4 : MR = 10.5 - 7.4 = 3.1
3. Compute X, the average of all of the individual values. X will give the center line on
the X chart.
X = 1/7 (8.0 + 8.5 + 7.4 + 10.5 + 9.3 + 11.1 + 10.4) = 9.31
4. Compute R, the average of all of the MR’s. R will give the center line on the MR
chart
R = 1/6 (.5 +1.1 + 3.1 + 1.2 +1.8 + .7) = 1.4
5. Calculate the Control Limits :
For the I chart :

UCL = X + 2.66 R LCL = X – 2.66 R
UCL = 9.31 + (2.66 x 1.4) LCL = 9.31 - (2.66 x 1.4)
UCL = 13.04 LCL = 5.59
For the MR chart :
UCL = D4 R LCL = D3 R (D3, D4 are based on n = 2)
UCL = 3.267 x 1.4 LCL = 0 x 1.4
UCL = 4.57 LCL = 0

6. Draw in the center lines and control limits for both charts. Plot the X’s and the
MR’s. Analyze the charts. Caution: Runs are not unusual for the MR chart and do
not indicate out-of-control conditions.
Neither chart shows evidence of an out of control situation.
Notes:

Exercise 6.4: I-MR Charts Using Minitab®

Introduction:
 Data has been collected on a) Engineering Costs and b) Sales.
ASSIGNMENT:
1. Open 6.4 IMR.MTW
2. Construct I & MR Charts for
a) C1 Eng Costs and
b) C2 Sales.
3. Answer the questions pertaining to each analysis.
Select Stat > Control Charts > Variable charts for Individuals > I-MR
 Data regarding monthly

engineering costs in dollars is
found in the column labeled
“Eng_Cost”.
 Monthly sales data in dollars is
found in the column labeled
“Sales.”

a) Engineering Costs ($)

For the 36 months shown, is engineering cost stable? What supports your conclusions?
b) Sales ($)
For the time period shown are sales stable? What supports your conclusions?

Reference: Construction of p and u Charts

p Chart
Where:
Average proportion
Number of
Subgroup Size (n)
defective (p bar)
p
Defectives (np)
defectives
defective (p)
Subgroup
Subgroup #
proportion
size
3 UCLp LCLp
p n p
226
 0.057
1.
2.
11
12
202
204
0.054
0.059
0.057 0.049
0.057 0.049
0.106
0.106
0.008
0.008
pn 3979 3.
4.
10
12
201
191
0.050
0.063
0.057 0.049
0.057 0.050
0.106
0.107
0.008
0.007
5. 11 192 0.057 0.057 0.050 0.107 0.007
6. 14 193 0.073 0.057 0.050 0.107 0.007
3 p(1  p)
3 
7. 17 199 0.085 0.057 0.049 0.106 0.008
n
8. 9 203 0.044 0.057 0.049 0.106 0.008
9. 13 200 0.065 0.057 0.049 0.106 0.008
10. 8 196 0.041 0.057 0.050 0.107 0.007
11. 13 191 0.068 0.057 0.050 0.107 0.007
12. 14 197 0.071 0.057 0.050 0.107 0.007
13. 13 200 0.065 0.057 0.049 0.106 0.008
14. 12 202 0.059 0.057 0.049 0.106 0.008
UC p  p  3 15.
16. 10
9 198
209
0.045
0.048
0.057 0.049
0.057 0.048
0.106
0.105
0.008
0.009
L 17.
18.
11
6
198
197
0.056
0.030
0.057 0.049
0.057 0.050
0.106
0.107
0.008
0.007
19. 13 210 0.062 0.057 0.048 0.105 0.009
20. 8 196 0.041 0.057 0.050 0.107 0.007
LC p  p  3  T 226 3979

u Chart
Where:
c c 6
Defects per
Defects per
Subgroup #
Unit (u bar)
Defects (c)
u e.g. u2  2   0.207
Averaage
Units (n)
Unit (u)
n n2 29 UCLu LCLu
1. 9 33 0.273 0.290 0.571 0.009
u c  175  0.290 2.
3.
6
11
29
31
0.207
0.355
0.290
0.290
0.590
0.580
0.000
0.000
n 603 4.
5.
14
14
29
23
0.483
0.609
0.290
0.290
0.590
0.627
0.000
0.000
6. 15 26 0.577 0.290 0.607 0.000
u
UC u  u  3 7. 5 36 0.139 0.290 0.559 0.021
n 8. 9 31 0.290 0.290 0.580 0.000
L 9.
10.
14
6
35
27
0.400
0.222
0.290
0.290
0.563
0.601
0.017
0.000
UC u  0.290  3 0.290  0.559 11. 7 24 0.292 0.290 0.620 0.000
36 12. 5 37 0.135 0.290 0.556 0.024

7
L 13. 5 33 0.152 0.290 0.571 0.009
u 14. 7 29 0.241 0.290 0.590 0.000
LC u  u  3 15. 7 33 0.212 0.290 0.571 0.009
n 16. 5 23 0.217 0.290 0.627 0.000
L 17. 8 37 0.216 0.290 0.556 0.024
LC u  0.290  3 0.290  0.021

18. 8 22 0.364 0.290 0.634 0.000
19. 11 27 0.407 0.290 0.601 0.000
7
36 20. 9 38 0.237 0.290 0.552 0.028
L T 175 603

Exercise 6.5: p & u Charts Using Minitab®

 A team is analyzing the number of wrinkles in seat covers.
ASSIGNMENT:
1. Open the data file: 6.5 p & u Charts.MTW
2. For each example (wrinkes and appliqué):
 Determine what type of control chart is appropriate.
 Construct and interpret the chart.
 The first column of data (Wrinkles) gives the

number of seats with wrinkles before going
through the steamer.
 The second column of data ( n Wrinkles)
gives the sample sizes.
 Select Stat > Control Charts > Attribute charts>
 In the Variables: box, enter Wrinkles

 In the Subgroup sizes: box, enter n
Wrinkles
 Select OK.

What does this chart tell us?

 Column three (Applique) is the number of

defects (such as orange peel, creases,
discolorations) on pieces of applique.
 Column four (n Applique) is the number of
appliques inspected to find the defects.
 Extensive maintenance on the molding
equipment was conducted after the eleventh
sample was collected.
 Determine the correct chart to use, then construct the chart.
What does this chart tell us?

Exercise 6.6: Dark Streaks on Door Panels – Testing the

Potential Cause
Introduction:
The first step of Special Cause Problem Solving is to conduct IS / IS NOT Analysis. IS/ IS
NOT Analysis is a structured way to view what is known about a problem, and what we
need to find out. The team described the conditions under which the problem or defect
occurs, and the conditions under which it does not. The IS/ IS NOT Analysis is then used
to generate questions, and propose numerous, possible causes for the problem or defect.
Problem Analysis ®
KT
Describe Problem
IS IS NOT
WHAT
WHERE
WHEN
EXTENT
Questions to ask:
What: What is the object? What is the physical deviation? If a visual defect, describe
the size, shape, color, texture, etc. What is it NOT?
Where: Where geographically? Which production line, machine, parts, departments?
Where on the object? Where NOT?
When: When first noticed? When since? Does it occur periodically? When in life cycle?
At which operation or stage? When NOT?
Extent How many objects? How many deviations per object? What is the size? What is
the trend?
Changes and Distinctions

Next, the team uses the IS/ IS NOT information to list all distinctions and changes.
Problem Analysis
Describe Problem
Descrbe Problem
DISTINCTIONS: CHANGES
IS What is different, odd, What changed in, on, around or
IS
NOT special or unique about IS about each distinction?
as compared to IS NOT? When did the change occur?
WHAT
WHERE
WHEN
EXTENT

Example: Dark Streaks on Door Panels

Problem Analysis
Descrbe Problem
The team asks:

DISTINCTION: What is distinctive about Door Panel X? How does it differ from Door Panel
Y & Z?
 Door Panel X is black, the other 2 door panels are tan.
CHANGES: What changed in, on, around or about this distinction?
 The black colorant was added 3 days ago. Prior to that, Door Panel
X was produced with only the base resin.
Xbar-R Chart of Rating

5 1
1
4 1
1 1 1
Sample M ean
2 U C L=2.025
ASSIGNMENT:
_
_ Review the information and answer the
1 X=0.987
question:
0 LC L=-0.052
Could the black colorant be a cause of
1 3 5 7 9 11 13 15 17 19 21
Sample
Day
the black streaks? Why or why not?
4
U C L=3.806
3
Sample Range
2 _
R=1.8
0 LC L=0
1 3 5 7 9 11 13 15 17 19 21
Sample
Day
This graph includes data on Door Panel X, from the past 21 days.
Data is “Dark Streaks on Door Panels (0-5 scale)”





















Week 2: Measure Phase Workbook Module Seven: Evaluate Process Capability
Interpreting the P-value (probability value):
 The P-value is the probability of Example: Assembly

getting the particular sample if the Time
population is normal.
 P-value < 0.05 means that the
chance of getting this sample from
a normal population is very small
(less than 5%).
P-value = 0.001 Not Normal

For the P-time data:
a) Create a histogram:
Select Graph > Histogram.
High-light “Simple”, click OK, insert ‘P Time’ into the Graph variables box,
then click OK.
Sample size n = 50.
With limited sample data it

can be very difficult to
determine if the data comes
from a Normal distribution.
We use the Anderson-
Darling Normality test to
make the final determination.
b) Run an Anderson Darling normality test:

Select Stat > Basic Stat > Normality test.
Fill in as shown, then click OK

Result:
p-value = .467
A p-value of
0.467 exceeds
the standard of
0.05.
c) Is the P-time data normally distributed?

Why or why not?
For the tensile data: Is the data normally distributed?

Why or why not?

Exercise 7.2: Describing Data

Introduction:
 Three characteristics are used to describe a set of variable data:
– Shape (Histogram)
– Central Tendency (Mean, Median, Mode)
– Variation (Range, Standard Deviation, Variance)
 All three characteristics are used when estimating process capability.
ASSIGNMENT:
Open Minitab data file “7.2 Describing Data.MTW”
For the data set to which your team has been assigned:
1. Describe the data set in terms of central tendency,
variation and shape. Is the data normally distributed?
2. Use Minitab® to generate graphs.
3. Present the descriptive statistics and graphs to the
class and discuss what your preliminary analysis
shows about the data.

 In five situations; data has been collected.

 All the data is time ordered.
A. COST: Daily costs collected over 15 weeks.

Subgroups of size n=4
B. CUTOFF: Felt strips cut by hand with a positive stop at 110mm.
C. ID: Inner dimension on a seat track. Nominal is 8cm.
D. THICKNESS: Foam sheet thickness.
E. DELIVERY TIME: Time in days for delivery of prototype parts. Subgroups
of size n=4
Notes:

Exercise 7.3: Determine Area Using z Table

Introduction:
 0 y
The Standard Normal Distribution,
often called the z distribution, has: z
 1 
Where z is the
number of standard
deviations from the
mean.
Example:

ASSIGNMENT:
Using the example “Placement Time for Clerical Positions”, determine
what percentage of the placements require 14 or more days.
PLACEMENT TIME FOR CLERICAL POSITIONS
%?
14.0
2.5 5.0 7.5 10.0 12.5 15.0 17.5 Days
-3 -2 -1  1 2 3 z Scale

Table in Decimal beyond a given value (for z values of 0.5 to 2.09)

Cp Index Calculation
Recall: 
Calculate Cp Index:
USL  LS
Cp   ____
6 L
If centered, would this process be capable of meeting specifications?

Exercise 7.4: Process Capability
Introduction:
When analyzing process
capability (from normal data), we
use areas under the normal
curve to estimate the
percentage of product that
exceeds specification limits.
Steps for Evaluating Process Capability: Normal Distribution

Assumptions: Process is stable. Gage R&R passed.
1. Assure the data is normally distributed. (Histogram, Anderson-darling test)
2. Estimate the average and standard deviation of the process (often by using
information from an X bar or R chart).
3. Determine the process variation (the 6 standard deviation spread) and compare to
specification limits. Make the capability picture.
4. Estimate the percentage of product that falls outside the specification limits. Be sure to
use the specification limits that represent customer needs!
5. Determine the process’ potential capability by calculating the Cp index.
6. Quantify the process’ actual performance by calculating the Cpk index.
ASSIGNMENT:
1. For the example to which your team is assigned, determine
the process capability by following the 6 steps.
 “Number of Calls “ data
 “Decal Position” data
2. For each situation, Step #1 has been completed for you.

“Calls Data” – Step #1
A team reviewed data from a

telephone survey conducted to
obtain customer feedback. The
data is “number of calls per day”.
They have 25 weeks worth of
data. The specification is 150 +
10 calls per day.
2.66
Anderson Darling:
P-value = .215
Normality passed.


Estimate process average and standard deviation:
Process Average = Xbar = __________
Process Standard Deviation () = Rbar / d2 = ___________________

Determine process variation and compare to specification limits:
Xbar + 3 =151.2 + 3 (2.66) = ______
Xbar - 3 =151.2 - 3 (2.66) = ______
Label the three values

that show process
variation. Then draw the
specification limits.
Does the process appear
capable of meeting
specs?

“Calls Data” – Step #4: Estimate percentage beyond specification limits:

Z upper = ________ proportion = _________ = _______%
Z lower = ________ proportion = _________ = _______%
What is the total percentage beyond specification limits? _________%
What is the total PPM? ___________
“Calls Data” – Step #5: Determine the process’ potential capability:
USL  LSL
CP   =
6
“Calls Data” – Step #6: Determine the process’ potential capability:
z min
C PK   =
3

“Decal Position Data” – Step #1
 A team reviewed data on the position of

a decal.
 Engineering specifications:
0.250” +- 0.005”
 The histogram appears to have a normal
distribution.
Anderson Darling:
P-value = .518
Normality passed.


Estimate process average and standard deviation:
Process Average = Xbar = ________
Process Standard Deviation () = Rbar / d2 = ______________
“Decal Position” Data” – Step #3

Determine process variation and compare to specification limits:
Xbar + 3 = ______
Xbar - 3 = ______
Label the three values

that show process
variation. Then draw the
specification limits.
Does the process appear
capable of meeting
specs?


Estimate the percentage beyond specification limits:
Z upper = ________ proportion = _________ = _______%
Z lower = ________ proportion = _________ = _______%
What is the total percentage beyond specification limits? _________%
What is the total PPM? ___________
“Decal Position” Data – Step #5: Determine process’ potential capability:
USL  LSL
CP   =
6
“Decal Position” Data – Step #6: Determine process’ potential capability:
z min
C PK   =
3

Exercise 7.5: Process Capability Using Minitab®

ASSIGNMENT:
1. Open Minitab® worksheet: “7.5 Process Capability.MTW”
2. Work along with the Instructor to conduct a Process
Capability Study using the “Decal Position” data.
“Decal Position” Situation

Assumptions:
The process output is stable.
P-value = 0.518
The distribution is normal.

Capability Analysis (Normal Distribution)

 Select Stat > Quality Tools > Capability Analysis (Normal).
 Select “Single column” > Enter “Position”.
 Select “Subgroup size” > Enter “5”.
 Lower spec = .245; Upper spec = .255.
 Select “OK”.
Decal Position Data
Note: The Minitab default

computes the standard
deviation using a slightly
different approach than
our hand calculations.
Under what conditions are the “within” and “overall” PPM estimates approximately equal?

Part Two: You Try It
ASSIGNMENT:
®
1. Open Minitab worksheet: “7.5 Process Capability.MTW”
2. Use Minitab® to conduct a Process Capability Study using the “Calls” data.
3. What is the capability of the process?
“Calls” Data Situation
Assumptions:
The process output is stable.
P-value = 0.215
The distribution is normal.
What is the capability of the process?

Exercise 7.6: Fitting Curve to the Data

Introduction:
Predicting Process Capability is also possible when the data is non-normal.

First, determine the reason the data is non-normal.
Follow these steps to determine the reason the data is non-normal:

1. If the process is not stable, work to stabilize it before proceeding with capability
analysis.
2. If the process is stable and the data is non-normal, check to see if there are multiple
sources pooled together (e.g., different lines, multiple cavities, multiple tools, etc.). If
so, perform separate analysis on each data source.
3. If the process is stable, data is non-normal and the data come from only one
population source, attempt to understand the “physics” behind the shape of the
distribution.
Lognormal distribution
is a function that fits the
data well.
This analysis is
sound!
The curve fits
the data!
Since the above curve fits the data, this capability analysis is valid, providing:
 The process is stable, and
 The data comes from a single population source.

ASSIGNMENT:
 Open the Minitab® worksheet:
“7.6 Non-Normal Data.MTW”
 Work along with the Instructor to analyze the
“Diameter” data:
1. Check for normality.
2. Find a distribution that best fits the data.
3. Run a capability analysis.
LSL = 49.7mm, USL = 50.3mm.
Check for Normality:” Diameter” data.
Histogram shows a non-

normal pattern.
Normality is rejected:
p-value = .020

Individual Distribution Identification:

 Select Stat > Quality Tools > Individual Distribution Identification.
Select “Single column” > Enter “Diameter”.
 Check “Use all distributions…”
Individual
Distribution
results

Capability Analysis: Non-normal Distribution:

 Select Stat > Quality Tools > Capability Analysis Non-normal Distribution
 Select “Single column” > Enter “Diameter”.
 Check “Distribution” > Enter “3-parameter Weilbull
 Enter LSL: 49.7
 Enter USL: 50.3
Note: If a
specification limit is
actually a boundary,
check the
appropriate box.
Ppk = .65
(Cpk is not computed for
non-normal data)
PPM = 17,382
Is the process capable? __________________________________

Part Two: You Try It
ASSIGNMENT:
 Open the Minitab® worksheet:
“7.6 Non-Normal Data.MTW”
 Analyze the “Flatness” data:
1. Check for stability.
2. Check for normality.
3. Find a distribution that best fits the
data.
4. Run a capability analysis.
USL = 10
Zero is a lower boundary.
1.
1. What distribution best fit the data? ___________________________________
2. What is the process capability? ______________________________________

Exercise 7.7: Process Capability - Case Study #2: Six Cavity Mold:
You Decide
Introduction:
 A team is evaluating capability: Molding Process with Six Cavities: YP = Force
 Assume that process is in statistical control
ASSIGNMENT:
1. Review the three capability studies that follow (three alternative
approaches to the same situation):
 FIRST APPROACH: Data from all six cavities in one graph,
using Normal Distribution
 SECOND APPROACH: Data from all six cavities in one
graph, using Largest Extreme Value Distribution..
 THIRD APPROACH: Separate graphs (studies) on each
cavity.
2. Answer: Which approach is the proper way to conduct the
capability study? Why?

FIRST APPROACH: Data from all six cavities. Normal distribution was
used.
Ppk = 1.79
LSL= 68.6
USL=107.8
Anderson-Darling test:
P-value < 0.005.
PPM = 0.04
SECOND APPROACH: Data from all six cavities using Largest Extreme
Value Distribution.
 The Largest Extreme Value Distribution gives a good fit to the data (P-value =0.386).
Ppk = 1.07
PPM = 863

THIRD APPROACH: Evaluating each cavity separately.
Histogram ( with Normal Curve) of Force by Cavity

0
. 0 .5 .0 .5 .0 .5 0.
85 87 90 92 95 97 10
C av ity 1 Cavity 2 C qv ity 3
20
15
10
5
Frequency
0
C av ity 4 Cavity 5 C av ity 6
20
15
10
0
.0 .5 .0 .5 .0 .5 .0 . 0 .5 .0 .5 .0 .5 .0
85 87 90 92 95 97 100 85 87 90 92 95 97 100
Normality test passed for each cavity.




Example of Completed Measure Phase: Cut Strips


Exercise 7.8: MEASURE Phase Workshop
 You have 2 hours to complete this workshop!

 Assign timekeeper to keep team on track!
ASSIGNMENT:
Conduct complete Measure Phase on the process of Firing
Catapult:
2. Run the process as specified.
3. Conduct Gage R&R.
4. Collect baseline data, make control chart and initial
capability picture (histogram with specification limits).
5. If process stable, estimate capability.
6. Use Minitab Report Pad to store your Gage R&R
analysis, Control Chart and capability picture/analysis.
 Note: Save this workshop output!

This is the first part of your in-class D-MAIC project.
You will add Analyze Phase & Improve Phase during future training weeks.
Fire Catapult Process:

Process currently runs as follows:
 The catapult sets on a table, and is not fastened down.
 Ball is loaded.
 Rubber band is set to second pull-back position, then released.
 The distance the ball traveled is measured.
 The pull-back position is not adjusted during the entire data collection period.
Target distance = 13 feet

USL= 15 feet Y = Travel Distance
LSL= 11 feet

Notes:

Week 2: Measure Phase Workbook Module Eight: Identify Potential Xs
Module 8: Identify Potential X’s
Distinguishing Y’s from Xs: Example
A team is working to improve training effectiveness.

 They brainstormed the (Y) measure for a Six Sigma project.
 What is a measure of Black Belt / Green Belt training effectiveness?
 Which of these are measures (Y) and which are Xs?

Exercise 8.1: Xs and Ys

Introduction:
Your team is working on a Six Sigma project: Improve Meeting Effectiveness.
*Hint To identify Ys, ask yourself “Is it a measure of meeting effectiveness?” An X would be
a reason for ineffective meetings.”
List of Possible Measures: X or Y?
Best Measure Y:

Exercise 8.2: Control or Noise?

Introduction:
A Six Sigma team (with subject matter experts) brainstormed:
What factors could affect the Process Y = Wall Thickness?
ASSIGNMENT:
1. Review the brainstormed list of factors for the
Process Y: Wall Thickness.
2. Categorize each factor as “Control” or “Noise”.
What factors could affect the Process Y = Wall Thickness?
 Categorize each factor as “Control” or “Noise”.
 Air pressure on clamp frame ______
 Close speed ______
 Part geometry (design of the bolster) ______
 Tool temperature ______
 Bolt Height (machine setting) ______
 Ambient temperature ______
 Variation in vinyl thickness (from supplier) ______
 Tool dwell time ______

Exercise 8.3: Brainstorm Factors – Your Project

Introduction:
Select one of your team member’s projects.
ASSIGNMENT:
Select one of your team member’s projects, then:
1. Determine a Process Y (variable measure of intended
function).
2. Brainstorm factors (Xs) that could effect the Process Y.
3. Categorize the factors as Control or Noise.
4. Prepare to present the project to the group.
Process Y
Factors that could effect the Process Y Control or Noise?

Stating Ideas as Causes
 The following ideas are currently stated as the absence of a solution:

 Identify how the ideas could be re-stated as a cause.
EFFECT ABSENCE OF SOLUTION CAUSE
Low employee Management does not share

morale information
Lack of safety procedures
No private office

Exercise 8.4: Cause and Effect Diagram

Introduction:
 Your team will work to improve the process of throwing wadded paper balls into the
wastebasket
 Productivity is important, so you will monitor both time and number of misses.
ASSIGNMENT:
Your team will work to improve the process of throwing
wadded paper balls into the wastebasket.
1. Run the process of throwing paper balls into the
wastebasket as described.
2. Determine the % defective rate.
3. Use the Cause and Effect diagram to identify potential
causes for the observed percent defective rate.
The Process:
 One person (the CRUMPLER) takes one piece of paper off the table.
 The CRUMPLER wads up the piece of paper.
 The CRUMPLER hands the piece of paper to another person (the SHOOTER).
 The SHOOTER throws the paper at the waste basket that is five paces away. Ten
throws per shooter.
 Process moves fast. The 10 throws should be made in 10 seconds!
 Alternate the roles of SHOOTER and CRUMPLER among all team members.
 Total number of shots by your team: 50
 Collect data on number of shots missed, out of the 50 thrown.

Crumpler Shooter Number of Shots Number Missed
1 10
2 10
3 10
4 10
5 10
Current Conditions: ______ missed out of 50 or ______ % Defective
Improvement Target : Zero Defectives!
 Construct a C & E diagram to discover the causes for the percent defective rate:
Missed the
basket ____%
of the time

Exercise 8.5: How to Proceed?
ASSIGNMENT:
3. Review the information below regarding
“Efficiency Project on Mold Release”.
4. Discuss and document how this team might proceed.
 How might this team proceed to uncover critical Xs?
 What statement of “Undesirable Effect” could they use to conduct C&E?
Process: Form Headliner

Customer care-about:
High cost of Mold Release spray
Project objective:
Reduce amount of Mold Release Spray
that is used (currently, cost of spray is
$0.31 per part)
Yp = Spray height (mm)
 Mold Release is sprayed by hand onto

the tool to make it easy to remove part
from tool, without sticking.
 Customer does not like paying
$0.31/part for this spray.

Week 2: Measure Phase Workbook Appendix


Improvement Project Storyboard


Z Table
Table 1 – z Table in Decimal beyond a given value (z from 0 to 6)

Table 2 – z Table in Decimal beyond a given value (z from -6 to 0)
z table as proportion greater than a given z value (-6.00  z  0.00)

0.00 0.01 0.02 0.03 0.04 0.05 0.06 0.07 0.08 0.09
-6.00 0.999999999
-5.90 0.999999998 0.999999998 0.999999998 0.999999998 0.999999999 0.999999999 0.999999999 0.999999999 0.999999999 0.999999999
-5.80 0.999999997 0.999999997 0.999999997 0.999999997 0.999999997 0.999999998 0.999999998 0.999999998 0.999999998 0.999999998
-5.70 0.999999994 0.999999994 0.999999995 0.999999995 0.999999995 0.999999996 0.999999996 0.999999996 0.999999996 0.999999996
-5.60 0.999999989 0.999999990 0.999999990 0.999999991 0.999999991 0.999999992 0.999999992 0.999999993 0.999999993 0.999999994
-5.50 0.999999981 0.999999982 0.999999983 0.999999984 0.999999985 0.999999986 0.999999986 0.999999987 0.999999988 0.999999989
-5.40 0.999999967 0.999999968 0.999999970 0.999999972 0.999999973 0.999999975 0.999999976 0.999999977 0.999999979 0.999999980
-5.30 0.999999942 0.999999945 0.999999948 0.999999951 0.999999953 0.999999956 0.999999958 0.999999961 0.999999963 0.999999965
-5.20 0.999999900 0.999999905 0.999999910 0.999999915 0.999999920 0.999999924 0.999999928 0.999999932 0.999999935 0.999999939
-5.10 0.999999830 0.999999839 0.999999847 0.999999855 0.999999862 0.999999870 0.999999876 0.999999883 0.999999889 0.999999895
-5.00 0.999999713 0.999999727 0.999999741 0.999999754 0.999999767 0.999999779 0.999999790 0.999999801 0.999999811 0.999999821
-4.90 0.999999520 0.999999544 0.999999567 0.999999588 0.999999609 0.999999628 0.999999647 0.999999665 0.999999682 0.999999698
-4.80 0.999999206 0.999999244 0.999999281 0.999999316 0.999999350 0.999999382 0.999999412 0.999999441 0.999999469 0.999999495
-4.70 0.999998698 0.999998760 0.999998819 0.999998876 0.999998930 0.999998982 0.999999031 0.999999078 0.999999122 0.999999165
-4.60 0.999997885 0.999997985 0.999998079 0.999998170 0.999998256 0.999998339 0.999998417 0.999998492 0.999998564 0.999998632
-4.50 0.999996599 0.999996756 0.999996905 0.999997048 0.999997185 0.999997315 0.999997440 0.999997559 0.999997673 0.999997782
-4.40 0.999994583 0.999994827 0.999995061 0.999995284 0.999995498 0.999995703 0.999995898 0.999996086 0.999996264 0.999996436
-4.30 0.999991454 0.999991831 0.999992193 0.999992539 0.999992870 0.999993188 0.999993492 0.999993783 0.999994061 0.999994328
-4.20 0.999986646 0.999987223 0.999987777 0.999988308 0.999988817 0.999989304 0.999989772 0.999990220 0.999990649 0.999991060
-4.10 0.999979331 0.999980206 0.999981046 0.999981852 0.999982625 0.999983367 0.999984078 0.999984761 0.999985416 0.999986044
-4.00 0.999968314 0.999969626 0.999970887 0.999972098 0.999973261 0.999974378 0.999975451 0.999976481 0.999977470 0.999978420
-3.90 0.999951884 0.999953833 0.999955707 0.999957509 0.999959242 0.999960908 0.999962509 0.999964048 0.999965527 0.999966948
-3.80 0.999927628 0.999930493 0.999933251 0.999935906 0.999938461 0.999940919 0.999943285 0.999945562 0.999947752 0.999949858
-3.70 0.999892170 0.999896341 0.999900359 0.999904232 0.999907962 0.999911555 0.999915017 0.999918350 0.999921560 0.999924651
-3.60 0.999840854 0.999846865 0.999852663 0.999858254 0.999863647 0.999868846 0.999873859 0.999878692 0.999883351 0.999887842
-3.50 0.999767327 0.999775903 0.999784184 0.999792178 0.999799895 0.999807344 0.999814533 0.999821470 0.999828164 0.999834623
-3.40 0.999663019 0.999675135 0.999686844 0.999698160 0.999709094 0.999719659 0.999729865 0.999739724 0.999749247 0.999758445
-3.30 0.999516517 0.999533462 0.999549856 0.999565714 0.999581052 0.999595887 0.999610233 0.999624105 0.999637518 0.999650485
-3.20 0.999312798 0.999336262 0.999358984 0.999380986 0.999402289 0.999422914 0.999442878 0.999462202 0.999480905 0.999499004
-3.10 0.999032329 0.999064496 0.999095677 0.999125901 0.999155194 0.999183581 0.999211088 0.999237740 0.999263560 0.999288571
-3.00 0.998650033 0.998693692 0.998736057 0.998777162 0.998817040 0.998855724 0.998893246 0.998929637 0.998964929 0.998999149
-2.90 0.998134120 0.998192789 0.998249775 0.998305122 0.998358871 0.998411062 0.998461736 0.998510932 0.998558689 0.998605044
-2.80 0.997444809 0.997522864 0.997598756 0.997672537 0.997744260 0.997813974 0.997881730 0.997947576 0.998011558 0.998073724
-2.70 0.996532977 0.996635789 0.996735852 0.996833231 0.996927987 0.997020181 0.997109875 0.997197128 0.997281997 0.997364539
-2.60 0.995338778 0.995472853 0.995603474 0.995730718 0.995854658 0.995975369 0.996092924 0.996207393 0.996318845 0.996427351
-2.50 0.993790320 0.993963425 0.994132240 0.994296853 0.994457354 0.994613830 0.994766365 0.994915046 0.995059954 0.995201171
-2.40 0.991802471 0.992023745 0.992239749 0.992450589 0.992656367 0.992857185 0.993053143 0.993244339 0.993430871 0.993612833
-2.30 0.989275919 0.989555950 0.989829586 0.990096947 0.990358150 0.990613313 0.990862548 0.991105971 0.991343692 0.991575823
-2.20 0.986096601 0.986447466 0.986790661 0.987126322 0.987454580 0.987775567 0.988089412 0.988396244 0.988696189 0.988989373
-2.10 0.982135643 0.982570884 0.982997038 0.983414253 0.983822675 0.984222449 0.984613720 0.984996631 0.985371321 0.985737932
-2.00 0.977249938 0.977784475 0.978308376 0.978821799 0.979324905 0.979817852 0.980300797 0.980773894 0.981237299 0.981691164
-1.90 0.971283507 0.971933461 0.972571119 0.973196650 0.973810224 0.974412010 0.975002175 0.975580885 0.976148306 0.976704602
-1.80 0.964069734 0.964852162 0.965620555 0.966375089 0.967115942 0.967843287 0.968557300 0.969258155 0.969946026 0.970621086
-1.70 0.955434568 0.956367097 0.957283815 0.958184901 0.959070532 0.959940886 0.960796142 0.961636477 0.962462069 0.963273096
-1.60 0.945200711 0.946301077 0.947383870 0.948449263 0.949497431 0.950528549 0.951542794 0.952540341 0.953521368 0.954486051
-1.50 0.933192771 0.934478263 0.935744490 0.936991617 0.938219807 0.939429229 0.940620050 0.941792438 0.942946563 0.944082597
-1.40 0.919243289 0.920730109 0.922196112 0.923641445 0.925066257 0.926470700 0.927854925 0.929219087 0.930563344 0.931887852
-1.30 0.903199451 0.904902018 0.906582427 0.908240802 0.909877266 0.911491948 0.913084979 0.914656492 0.916206622 0.917735507
-1.20 0.884930268 0.886860491 0.888767499 0.890651383 0.892512238 0.894350161 0.896165253 0.897957619 0.899727366 0.901474606
-1.10 0.864333898 0.866500443 0.868643073 0.870761839 0.872856799 0.874928011 0.876975542 0.878999459 0.880999834 0.882976744
-1.00 0.841344740 0.843752345 0.846135756 0.848494980 0.850830029 0.853140919 0.855427672 0.857690314 0.859928875 0.862143390
-0.90 0.815939908 0.818588775 0.821213646 0.823814480 0.826391238 0.828943888 0.831472403 0.833976760 0.836456943 0.838912939
-0.80 0.788144666 0.791029974 0.793892006 0.796730665 0.799545861 0.802337508 0.805105527 0.807849842 0.810570386 0.813267094
-0.70 0.758036422 0.761148006 0.764237576 0.767304982 0.770350076 0.773372720 0.776372779 0.779350124 0.782304631 0.785236183
-0.60 0.725746935 0.729069152 0.732371166 0.735652770 0.738913765 0.742153956 0.745373154 0.748571176 0.751747842 0.754902979
-0.50 0.691462467 0.694974281 0.698468229 0.701944056 0.705401511 0.708840345 0.712260318 0.715661192 0.719042736 0.722404724
-0.40 0.655421697 0.659096986 0.662757237 0.666402148 0.670031420 0.673644759 0.677241874 0.680822481 0.684386299 0.687933051
-0.30 0.617911357 0.621719457 0.625515770 0.629299955 0.633071673 0.636830590 0.640576374 0.644308699 0.648027240 0.651731677
-0.20 0.579259687 0.583166134 0.587064387 0.590954073 0.594834824 0.598706274 0.602568057 0.606419814 0.610261186 0.614091818
-0.10 0.539827896 0.543795364 0.547758470 0.551716823 0.555670033 0.559617712 0.563559473 0.567494933 0.571423709 0.575345420
0.00 0.500000000 0.503989379 0.507978354 0.511966527 0.515953499 0.519938873 0.523922253 0.527903240 0.531881440 0.535856456

Control Chart Constants


Black Belt Certification
Black Belt Certification
(To be completed by the Black Belt’s Champion and Master Black Belt)
Name of Black Belt: _______________________________________________

Name of Master Black Belt: _______________________________________________
Name of Champion: _______________________________________________
Business Division / Unit: _______________________________________________
Date of Final Certification: ___________________ ( mm / dd / yy )
Project #1 Project #2
SigmaTrac #: ______________________ SigmaTrac #: ______________________
Project Title: _______________________ Project Title: _______________________
 Final project report (MBB/CH)  Final project report (MBB/CH)

 Financial validation (CTR)  Financial validation (CTR)
 Process in control (PO)  Process in control (PO)
 Business goals met (CH)  Business goals met (CH)
 Initial Black Belt training completed (MBB)

 Technical/tools assessment (MBB)
 Recommend for Certification (MBB/CH)
______________________________ ________________________________
Champion Master Black Belt/Technical Designate
______________________________ ________________________________
Date Date
Submit this form to your Human Resource Department and the JCI Leadership Institute
Key: CH – Champion, CTR – Controller, MBB – Master Black Belt or Technical Designate), PO –
Process Owner

Green Belt Certification
Green Belt Certification

(To be completed by the Green Belt’s Champion and Master Black Belt)
Name of Green Belt: _______________________________________________

Name of Master Black Belt: _______________________________________________
Name of Champion: _______________________________________________
Business Division / Unit: _______________________________________________
Date of Final Certification: ___________________ ( mm / dd / yy )
Project #1
SigmaTrac #: ______________________
Project Title: _______________________
 Final project report (MBB/CH)

 Financial validation (CTR)
 Process in control (PO)
 Business goals met (CH)
 Standard Green Belt training completed (MBB)

 Technical/tools assessment (MBB)
 Recommend for Certification (MBB/CH)
______________________________ ________________________________
Champion Master Black Belt/Technical Designate
______________________________ ________________________________
Date Date
Submit this form to the JCI Leadership Institute
Key: CH – Champion, CTR – Controller, MBB – Master Black Belt or Technical Designate, PO
– Process Owner

Measure Phase Major Tasks
The purpose of Measure Phase is to baseline the process

performance. Measure Phase activities that you will complete
include:
 Create IPO (Input-Process-Output diagram)

 Quantify Customer Y/ Business Y (measure of the defect)
 Determine Process Y (measure of intended function)
 Conduct Gage R&R
 Collect Initial data
 Counteract special cause (if needed)
 Collect new data after special cause removed (if needed)
 Set Improvement Target
The out put from the Measure Phase is the:

 Quantified performance for each Y
 Improvement targets

Basic Statistics-References
1. Auto Industry Action Group, Measurement System Analysis (MSA), AIAG,

Southfield, Michigan, 3rd Edition, March 2002.
2. Auto Industry Action Group, Statistical Process Control (SPC), AIAG,

Southfield, Michigan, 1995, 2nd Edition, July 2005.
3. Bothe, Davis R., Measuring Process Capability, McGraw-Hill, New York,

1997.
4. Breyfogle III, Forrest W., Implementing Six Sigma, John Wiley and Sons,
Inc., New York, 1999.
5. Kiemele, Mark J., Stephen R. Schmidt, Ronald J. Berdine, Basic Statistics,

Air Academy Press, Colorado Springs, Colorado, 1999.
6. Minitab 14 Documentation, Meet Minitab, Minitab Inc., (1-800-448-3555),

September 2003.
7. Triola, Mario F., Elementary Statistics, Addison-Wesley, New York, 1998.
8. Wheeler, Donald J., Understanding Variation – The Key to Managing

Chaos, SPC Press, Knoxville, TN, 2000.



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Six Sigma Week Two

ABOUT THIS WORKBOOK......................................................................................................7

Black Belt and Green Belt Training Modules..................................................................7

SIX SIGMA: INTRODUCTION TO WEEK TWO........................................................................9

Exercise 1.1: What is Six Sigma?...................................................................................9

MODULE 2: CLARIFY THE PROCESS, PRODUCT AND CUSTOMER CARE-ABOUTS. . .13

Exercise 2.1A: Create an IPO Diagram: Fire Catapult..................................................13

MODULE 3: CHARACTERIZE THE DEFECT........................................................................23

Exercise 3.1: Critique Your SOW..................................................................................23

MODULE 4: DETERMINE MEASURE OF INTENDED FUNCTION.......................................45

Exercise 4.1: Intended Function Statements................................................................45

MODULE 5: VALIDATE THE MEASUREMENT SYSTEM.....................................................55

Exercise 5.1: Identify the Components of Measurement Variability.............................55

Superior Essex, Jan 2014 3 Measure Phase Workbook.doc

MODULE 6: EVALUATE PROCESS BEHAVIOR..................................................................65

Exercise 6.1: Average Daily Production Costs..............................................................65

MODULE 7: EVALUATE PROCESS CAPABILITY................................................................85

Exercise 7.1: Test for Normality....................................................................................85

MODULE 8: IDENTIFY POTENTIAL X’S..............................................................................119

Distinguishing Y’s from Xs: Example...........................................................................119

Improvement Project Storyboard.................................................................................129

Superior Essex, Jan 2014 5 Measure Phase Workbook.doc

About This Workbook

Black Belt and Green Belt Training Modules

Superior Essex, Jan 2014 7 Measure Phase Workbook.doc

Superior Essex, Jan 2014 8 Measure Phase Workbook.doc

Six Sigma: Introduction to Week Two

Brainstorm: What is Six Sigma?

Statement: Six Sigma IS:

Statement: Six Sigma IS NOT:

Superior Essex, Jan 2014 9 Measure Phase Workbook.doc

Matching: Six Sigma Roles and Responsibilities

Match the Role to the Person Responsible:

2. Provides process/ product expertise b. Process Owner

3. Owns the Six Sigma project c. Master Black Belt

4. Leads team through MAIC

5. Determines cost impact

6. Overcomes obstacles/ assures SS

7. Most responsible for identifying g. Champion

Superior Essex, Jan 2014 10 Measure Phase Workbook.doc

Exercise 1.2: Six Sigma Storyboard

3 Quantify current performance and estimate improvement target.

5 Provide statistical evidence that causes are real.

9 Provide statistical evidence that the improvement is sustained.

Superior Essex, Jan 2014 11 Measure Phase Workbook.doc

Which steps/questions do you think may pose the greatest challenge?

Which steps/questions do you think are most critical to reducing variation?

Superior Essex, Jan 2014 12 Measure Phase Workbook.doc

Module 2: Clarify the Process, Product and Customer Care-

Materials, Process stated in The tangible

Why Create an IPO?

This process has three

Superior Essex, Jan 2014 13 Measure Phase Workbook.doc

Process to observe Major Subsystems:

Construct IPO Diagram:

Superior Essex, Jan 2014 14 Measure Phase Workbook.doc

Notes on the Fire Catapult process:

Superior Essex, Jan 2014 15 Measure Phase Workbook.doc

Exercise 2.1B: Create an IPO Diagram: Your Project

Superior Essex, Jan 2014 16 Measure Phase Workbook.doc

Who are Customers?

PROCESS Some Customers Their Care-abouts

CREATE SIX SIGMA