3 SixSigma Project-Guideline

Six Sigma Project Guideline Technische Universität München
18
100 100
Mean 3,344
StDev 0,5489
De
16 N 100
Analyse
80 80
Identify Project Graphical Data Evaluation

14
Relevance of Topic: 36% 12
Percent
60 60
Frequency
10
40 40
 
6
collect project topics 20 20

4
a) Pareto-Chart
ab
2
fine
0 0 0
Y Y
2,4 2,8 3,2 3,6 4,0 4,4
 
d t
ng ng ng n d
Suitable for: Six Sigma

Choc-Cookie
evaluate topics X
6
5
e
ba
w
ro
w
ro
w
ro ro
ke
bu
rn
ee
de
cd
6
b) Histogram X
Y_Choc-Cookie-Taste first Week


4
 prioritize topics Z
4
2
c) Boxplot Z
Data
3
 
0
Own contribution: 80% select project S 2
1
-2
d) Time Series Plot S
P Choc-Cookie Cocos-Cookie Van-Cookie -4
3 6 9 12 15 18 21 24 27 30 P
Process-Capability Process-Control
Define Project Process Capability Report for Yt1 _Cookie-Weight I-MR Chart of Y_Consumption_per_Day
Summary Report
Process-Capability/ -Control
 process and output  Yield%/ DPU/ DPMO
Is the process mean stable? Comments
Evaluate the % of out-of-control points.
LSL Target USL The process mean may not be stable. 5 (15,6%) data points are out of control
0% > 5% on the I chart. Keep in mind that you may see 0,7% out-of-control points by
Process Data Overall chance, even when the process is stable.
LSL 18 Within
Target 20 Yes No
Y Y
USL 22 Overall Capability 15,6%
Sample Mean 20,9507 Z.Bench 0,1 8
Z.LSL 1 ,26
  Z.Bench (Sigma Level)/ cp/ cpk …

Sample N 60
StDev(Overall) 2,3331 5 Z.USL 0,45
problem
StDev(Within) 2,04775 Ppk 0,1 5
Cpm 0,26
Potential (Within) Capability Individual and Moving Range Charts
X X
Investigate any out-of-control points.
Z.Bench 0,31
25
Z.LSL 1 ,44 UCL=23,92
Z.USL 0,51
Individual Value
Cpk 0,1 7
  I-MR/ xbar-R/ xbar-S/ P-/ U-Chart

10
_
effect
X=5,89
Z 20
-5
LCL=-12,13
UCL=22,14
Z
S S
Moving Range
 solution ideas (if present) as baseline of the process
10
1 5,0 1 6,5 1 8,0 1 9,5 21 ,0 22,5 24,0 25,5 __
MR=6,78
Performance
Observed Expected Overall Expected Within 0 LCL=0
P P
PPM < LSL 1 00000,00 1 02992,26 74799,56 1 4 7 10 13 16 19 22 25 28 31
PPM > USL 266666,67 326450,62 3041 79,60
PPM Total 366666,67 429442,89 378979,1 5 N: 32 Mean: 5,8947 StDev(within): 6,0087 StDev(overall): 4,0946
Control limits are estimated using the StDev(within).
SIPOC (Supplier-Input-Process-Output-Customer) Difference Relationship

Test Hypothesis
Input Process Output  structure process into the main Boxplot of Y_Cookie_Weight Scatterplot of Y_Brightness_of_Cookie vs x_Baking_Time
27,5 22
 Difference-Hypothesis:
process steps Y 25,0
20
Y
Ya =/≠ Yb
Y _Brigh tness_of_Cook ie
18
Y_C ookie_W eight

22,5
 assign inputs and X 16

X
 Relationship-Hypothesis:
20,0
Z 14
Z
Input Process Output (intermediate) outputs S
1 7,5 12
S
1 5,0
10
Y =/≠ f(x)
 assign supplier and customer
t_1 t_2 10 12 14 16 18 20
P time_of_measurement x_Baking_Time
P
Voice of Customer & Business

VoC/ VoB > CCR/ CBR > CtQ
Root-Cause-Analysis
 interview customer/ manager
 derive requirements for outputs Y Y
Requirements and Deviations X  identify root-causes x´ X
and evaluate their deviations
Z of the negative influences x on Z
 derive problems Y of the output S S
Severity of Problems of Outputs the problems Y
and their severity P P
Project-Charter Project-Charter Solution-Ideas

Improve
Business
Problem  focus on critical problems Y  develop solutions to eliminate,
Relevance Y Cause Problem Y
 specify their business relevance X (x´)
Solution
(Y)
circumvent or adjust parameter X
Scope/ Experts Z of the root-causes x´ Z
Belt-Team  define scope and objectives S S
Objectives
Management  build a team P
 prioritize solutions P
Input Input-Analysis
M
Design of Experiments (DoE)

 identify necessary inputs
easure
Y Y
Requirements and deviations  specify the requirements X Y= f(x) X
 adjust significant/ relevant
 specify negative influences xi of Z Z
S parameters x to optimize Y S
negative Influences on Problems inputs on the output/ problems Y P P
Process-Steps > Activities Process-Mapping & -Analysis

 map process steps into activities
Measure 8
Action-List
Y Measure 3 Y
Input, Output, Methods & Resources  assign inputs and outputs X x
 specify methods & resources Z  specify solutions as measures Z
Measure 4
(Who?/ What?/ until When?)
S S
negative Influences on Problems  specify neg. influences xm/ xr P P
FMEA
Problems (Y)
(Failure Mode and Effects Analysis)
Cause & Effect-Matrix (C&E)

Risk-Analysis Improvement new Risk-Analysis
Probabili ty of
Probabili ty of
the Probl em
the Probl em
Det ection of
Det ection of
Severity of
Severity of
R R
the Effect
the Effect
Y1 Y2 Y3 Yn
Cause
Cause
actual controls to detect the Failures/

potential Failures/ Problems
Problems
potential Effects of the Failures/ Problems potential Causes of the Failure/ Problem P Countermeasures P
N N
Measure-No.
3
 evaluate impact strength of the
Measure (What has to be done?)
FMEA (Failure Mode and Effects Analysis)

10= catast rophic
10= catast rophic
Xi1
Risk-Prior ity-
Risk-Prior ity-
1= always -
1= always -
10= always
10= always
1= never -
1= never -
10= never
10= never
Input
Number
Number
1= no -
1= no -
Rating:
Rating:
Rating:
Rating:
Rating:
Rating:
Which Failures/ Problems can result from the By which existing Controls could the Failure/ How could the trigger of the Failure/ Problem, i.e.
(Xi) Xi2 1 Y Measures? Problem be detected, before it occurs?

...?
What is the Effect of the Failure/ Problem?
...?
Which Influence triggers the Failure/ Problem?
...?
their Root-Causes be eliminated
...? ...? ...?
Y
Xin 4 negative influences of inputs xi, X
1.
Let the Chef weigh 10 g of chocolate for her
special Chocolate Check
can cause caries periodic dental prophylaxis 5
...?
tooth loss 7
...?
sugar/ bacterial plaque 10
...?
350
immediate brushing of teeth after check of
chocolate
7
...?
2
...?
5
...?
70
X
 minimize risks of measures
...? ...? ...? ...? ...? ...?
Process-Steps
Xp1 2 methods xr and resources xr on Z ...?
...?
...?
...?
...?
...?
...?
...?
...?
...?
...?
...?
Z
Xp2 5 S
...? ...? ...? ...? ...? ...?
S
(Xp)
Xpn 7
the outputs/ problems Y P
...?
...?
...?
...?
...?
...?
...?
...?
...?
...?
...?
...?
...?
...?
...?
...?
...?
...?
P
Operationalisation Graphical Display

Data-Collection-Plan
Y1
implement Implementation
Problems
Y2  operationalize influences xi, xm,
(Y)
Yn qualify  decide on measures
xr and problems Y as measurands Y inform & Y
Input
Xi1
X motivate  inform and motivate x
(Xi) Xi2
 determine scale level
Xin Z decide  qualify (if necessary) Z
Process- Xp1
 determine conditions and S S
Steps Xp2  implement measures
(Xp) Xpn procedure of measurement P P
Hypotheses Process-Capability Process-Control

Process-Capability/ -Control
Co
Risk: 14%
There is a/ no Difference
 automatically generated with:
Process Capability Report for Yt1 _Cookie-Weight I-MR Chart of Y_Consumption_per_Day
Summary Report
 Yield%/ DPU/ DPMO

in: the degree of: (Y) …

LSL 18 Within
Target 20 Yes No
Overall Capability
Y Y
USL 22 15,6%
- type of hypothesis
Z.LSL 1 ,26
 Z.Bench (Sigma Level)/ cp/ cpk …

Sample N 60
between: Levels of (x)

Ppk 0,1 5
ntrol
StDev(Within) 2,04775
Cpm 0,26
X X
Z.Bench 0,31
25
Z.LSL 1 ,44 UCL=23,92
(Difference/ Relationship)
Z.USL 0,51
Individual Value
Cpk 0,1 7
 I-MR/ xbar-R/ xbar-S/ P-/ U-Chart

10
_
X=5,89
Z -5
Z
- relevance of hypothesis (Risk)
LCL=-12,13
UCL=22,14
20
Moving Range
Test: ANOVA S Performance

1 5,0 1 6,5 1 8,0 1 9,5 21 ,0 22,5 24,0 25,5
10
__
MR=6,78
for the improved process S

- appropriate statistical tests
PPM < LSL 1 00000,00 1 02992,26 74799,56
P P
1 4 7 10 13 16 19 22 25 28 31
PPM > USL 266666,67 326450,62 3041 79,60
Difference Relationship
Measurement-System-Analysis Boxplot of Y_Cookie_Weight Scatterplot of Y_Brightness_of_Cookie vs x_Baking_Time
Test Hypothesis
 check repeatability, reproduci- 27,5 22
20
 Difference-Hypothesis:
Y 25,0
Y
bility, stability and linearity of the X Ya =/≠ Yb
Y_Brightn ess_of_C ookie
18
Y_C ookie_W eight
22,5
16
X
 Relationship-Hypothesis:
20,0
measurement system Z 1 7,5

14
12
Z
S S
 Gage R&R P
1 5,0
t_1
time_of_measurement
t_2
10
10 12 14
x_Baking_Time
16 18 20 Y =/≠ f(x) P
12 011011102200801 Collect Data Plan Process

Monitoring and Out
Document
Project and present
Define Standards
for the new Process
Sustainability, Documentation
110114051978101 of Control Measures Results
Y Y
9 3 101501195801001  collect existing data X X
Start Continuous Continue checking Continue checking  Process-Management-Plan
010100101010101  measure actual data Z Improvement (CIP) Target Achievement Process Capability Z
S  Project-Story-Book S
6
001110100110011  according to Data-Collection-Plan P P
Application Management (Sponsor, Accountable) Y Problem

S Solution  sigmaGuide©
Belt (Black-Belt/ Green-Belt) Focus: X Influence/ Cause Tools: Copyright: reiner.hutwelker@sigmaLogic.de
& Support: Experts Z Effect
P Project Management
 Minitab©
Six Sigma Projekt Leitfaden Technische Universität München
18
100 100
Mean 3,344
StDev 0,5489
De
16 N 100
Analyse
80 80
Projekt identifizieren Daten graphisch analysieren

14
Relevanz des Themas: 36% 12
Percent
60 60
Frequency
10
40 40
 
6
Themen einsammeln 20 20
4
a) Pareto-Diagramm
ab
2
fine
0 0 0
Y Y
2,4 2,8 3,2 3,6 4,0 4,4
 
d t
ng ng ng n d
Tauglichkeit für: Six Sigma rn

Choc-Cookie
ba ke de
Themen bewerten X
6
5
e w
ro
w
ro
w
ro
bro bu ee
cd
6
b) Histogramm X
Y_Choc-Cookie-Taste first Week


4
 Themen priorisieren Z
4
2
c) Boxplot Z
Data
3
 
0
eigener Beitrag: 80% Projekte auswählen S 2
1
-2
d) Zeitreihen-Diagramm S
P Choc-Cookie Cocos-Cookie Van-Cookie -4
3 6 9 12 15 18 21 24 27 30 P
Prozess-Fähigkeit Prozess-Monitoring
Projekt definieren Process Capability Report for Yt1 _Cookie-Weight I-MR Chart of Y_Consumption_per_Day
Summary Report
Prozess-Fähigkeit/-Monitoring
 Prozess und Output  Yield%/ DPU/ DPMO
LSL 18 Within
Target 20 Yes No
Y Y
USL 22 Overall Capability 15,6%
Z.LSL 1 ,26
  Z.Bench (Sigma Level)/ cp/ cpk …

Sample N 60
Problem
Cpm 0,26
X X
Z.Bench 0,31
25
Z.LSL 1 ,44 UCL=23,92
Z.USL 0,51
Individual Value
Cpk 0,1 7
  I-MR/ xbar-R/ xbar-S/ P-/ U-Chart

10
_
Wirkung
X=5,89
Z 20
-5
LCL=-12,13
UCL=22,14
Z
S S
Moving Range
 Lösungs-Ideen (falls vorhanden) als Baseline des Prozesses
10
1 5,0 1 6,5 1 8,0 1 9,5 21 ,0 22,5 24,0 25,5 __
MR=6,78
Performance
P P
PPM < LSL 1 00000,00 1 02992,26 74799,56 1 4 7 10 13 16 19 22 25 28 31
PPM > USL 266666,67 326450,62 3041 79,60
SIPOC (Supplier-Input-Process-Output-Customer) Unterschied Zusammenhang

Hypothesen-Tests
Input Process Output  Prozess in die wichtigen Boxplot of Y_Cookie_Weight Scatterplot of Y_Brightness_of_Cookie vs x_Baking_Time
27,5 22
 Unterschieds-Hypothese:
Prozess-Schritte gliedern Y 25,0
20
Y
Ya =/≠ Yb
Y _Brigh tness_of_Cook ie
18
Y_C ookie_W eight

 Inputs und (Zwischen-) Outputs
22,5
X 16
X
 Zusammenhangs-Hypothese:
20,0
Z Z
14
Input Process Output zuordnen, ebenso wie S

1 7,5 12
S
1 5,0
10
Y =/≠ f(x)
 Lieferanten und Kunden
t_1 t_2 10 12 14 16 18 20
P time_of_measurement x_Baking_Time
P
Voice of Customer & Business

VoC/ VoB > CCR/ CBR > CtQ
Ursache-Wirkungs-Analyse
 Kunden/ Manager befragen
 Anforderungen an Outputs und Y Y
Anforderungen und Abweichungen X  Basis-Ursachen x´ X
deren Abweichungen ableiten
Z der negativen Einflüsse x auf Z
 Abweichungen bewerten und S S
Schwere der Probleme des Outputs die Probleme Y identifizieren
Schwere der Probleme Y ableiten P P
Project-Charter Project-Charter Lösungs-Ideen

Improve
 Lösungs-Ideen entwickeln, mit
Business-
Problem  kritische Probleme Y fokussieren Y Ursache Problem denen die Basis-Ursachen x´ Y
Relevanz Lösung
 Business-Relevanz ableiten X (x´) (Y) eliminiert, umgangen oder X
Scope/ Experten Z Z
Belt-Team  Scope und Ziele definieren S optimal justiert werden können S
Ziele
Management  Team zusammenstellen P  Lösungsideen priorisieren P
Input
Input-Analyse
Design of Experiments (DoE)
M
 notwendige Inputs identifizieren

 Anforderungen an Inputs
easure
Y Y
Anforderungen und Abweichungen X Y= f(x)  justiere signifikante/ relevante X
konkretisieren
Z Parameter x zur Optimierung Z
 negative Einflüsse xi auf S S
negative Einflüsse auf Probleme von Y
Probleme der Outputs Y ableiten P P
Prozess-Schritte > Aktivitäten

Prozess-Mapping & -Analyse
 Prozess-Schritte in Aktivitäten Maßnahme 8
Maßnahmen-Liste
Input, Output, Methoden & Ressourcen
gliedern Y Maßnahme 3 Y
 Inputs & Outputs, Methoden & X  Lösungen in konkrete x
Z Maßnahmen überführen Z
Ressourcen zuordnen S
Maßnahme 4
S
negative Einflüsse auf Probleme (Wer?/ Was?/ bis Wann?)
 Neg. Einflüsse xm/ xr ableiten P P
FMEA
Problems (Y)
(Failure Mode and Effects Analysis)
Cause & Effect-Matrix (C&E)

Risk-Analysis Improvement new Risk-Analysis
Probabili ty of
Probabili ty of
the Probl em
the Probl em
Det ection of
Det ection of
Severity of
Severity of
R R
the Effect
the Effect
Y1 Y2 Y3 Yn
FMEA (Failure Mode and Effects Analysis)
Cause
Cause
actual controls to detect the Failures/

potential Failures/ Problems
Problems
potential Effects of the Failures/ Problems potential Causes of the Failure/ Problem P Countermeasures P
N N
Measure-No.
 Stärke der negativen Einflüsse

Measure (What has to be done?)
3
10= catast rophic
10= catast rophic
Xi1
Risk-Prior ity-
Risk-Prior ity-
1= always -
1= always -
10= always
10= always
1= never -
1= never -
10= never
10= never
Input
Number
Number
1= no -
1= no -
Rating:
Rating:
Rating:
Rating:
Rating:
Rating:
Which Failures/ Problems can result from the By which existing Controls could the Failure/ How could the trigger of the Failure/ Problem, i.e.
(Xi) Xi2 1 Y Measures? Problem be detected, before it occurs?

...?
What is the Effect of the Failure/ Problem?
...?
Which Influence triggers the Failure/ Problem?
...?
their Root-Causes be eliminated
...? ...? ...?
Y
4 der Inputs xi , Methoden xm und X
1.
Let the Chef weigh 10 g of chocolate for her
special Chocolate Check
can cause caries periodic dental prophylaxis 5 tooth loss 7 sugar/ bacterial plaque 10 350
immediate brushing of teeth after check of
chocolate
7 2 5 70
X
Xin
 Risiken der Maßnahmen
...? ...? ...? ...? ...? ...?
...? ...? ...? ...? ...? ...?
Process-Steps
Xp1 2 Rssourcen xr auf die Probleme Z ...?
...?
...?
...?
...?
...?
...?
...?
...?
...?
...?
...?
Z
Xp2 5 S
...? ...? ...? ...? ...? ...?
minimieren S
(Xp)
Xpn 7
des Outputs Y bewerten P
...?
...?
...?
...?
...?
...?
...?
...?
...?
...?
...?
...?
...?
...?
...?
...?
...?
...?
P
Operationalisation Graphical Display
Problems
Y1 Daten-Erhebungs-Plan umsetzen Umsetzung
Y2
(Y)
Yn  Einflüsse x und Probleme Y als qualifizieren  entscheide über Maßnahmen
Y informieren Y
Input
(Xi)
Xi1
Xi2 Messgrößen operationalisieren X & motivieren  informiere & motiviere x
Process-
Xin
Xp1
 Bedingungen und Prozedur der Z entscheiden  qualifiziere (wenn notwendig) Z
S S
Steps
(Xp)
Xp2
Xpn
Messung konkretisieren P
 setze Maßnahmen um P
Hypothesen Prozess-Fähigkeit Prozess-Monitoring

Prozess-Fähigkeit/-Monitoring
Risiko: 14%
Co
Es gibt (k)einen Unterschied

 automatisch erzeugt mit:
Process Capability Report for Yt1 _Cookie-Weight I-MR Chart of Y_Consumption_per_Day
Summary Report
 Yield%/ DPU/ DPMO

in: Ausmaß von (Y) …

LSL 18 Within
Target 20 Yes No
Y Y
USL 22 Overall Capability
- Typ der Hypothese

15,6%
Z.LSL 1 ,26
zwischen: Stufen von (x)  Z.Bench (Sigma Level)/ cp/ cpk … X

Sample N 60
ntrol

Cpm 0,26
(Unterschied/ Zusammenhang) X Z.Bench 0,31

Z.LSL
Z.USL
1 ,44
0,51
25
UCL=23,92
Individual Value
Cpk 0,1 7
 I-MR/ xbar-R/ xbar-S/ P-/ U-Chart Z

10
_
X=5,89
Z -5
- Relevanz der Hypothese (Risiko) S

20
LCL=-12,13
UCL=22,14
zur verbesserten Prozess-Leistung PS

Moving Range
Test: ANOVA
10
1 5,0 1 6,5 1 8,0 1 9,5 21 ,0 22,5 24,0 25,5 __
MR=6,78
- angemessener statistischer Test

Performance
P
PPM < LSL 1 00000,00 1 02992,26 74799,56 1 4 7 10 13 16 19 22 25 28 31
PPM > USL 266666,67 326450,62 3041 79,60
Unterschied Zusammenhang
Mess-System-Analyse Boxplot of Y_Cookie_Weight Scatterplot of Y_Brightness_of_Cookie vs x_Baking_Time
Hypothesen-Tests
 Wiederholbarkeit und Reprodu- 27,5 22
20
 Unterschieds-Hypothese:
Y 25,0
Y
zierbarkeit, Stabilität & Linearität Ya =/≠ Yb
Y_Brightn ess_of_C ookie
18
Y_C ookie_W eight
22,5
X 16
X
 Zusammenhangs-Hypothese:
20,0
des Mess-Systems prüfen Z 1 7,5

14
12
Z
S S
 Gage R&R P
1 5,0
t_1
time_of_measurement
t_2
10
10 12 14
x_Baking_Time
16 18 20 Y =/≠ f(x) P
12 011011102200801 Daten erheben Plan für das

Story-Book zum Nachhaltigkeit &
Prozess-Monitoring Definiere Standards
Projekt abschließen
und Notfall- für den neuen
110114051978101 Maßnahmen
erstellen
und Ergebnisse
präsentieren
Prozess Dokumentation
Y Y
9 3 101501195801001  vorhandene Daten abrufen X Beginne mit dem
Setze die Setze die X
Kontinuierlichen
010100101010101  aktuelle Daten messen Z Verbesserungs-
Prozess (KVP)
Überprüfung der
Zielerreichung fort
Überprüfung der
Prozessfähigkeit fort  Process-Management-Plan Z
S S
6
001110100110011  Gemäß Daten-Erhebungs-Plan P  Project-Story-Book P
Ausführung Management (Sponsor, Accountable) Y Problem

S Lösung  sigmaGuide©
Belt (Black-Belt/ Green-Belt) Fokus: X Einfluss/ Ursache Tools: Copyright: reiner.hutwelker@sigmaLogic.de
& Support: Experten Z Effekt
P Projekt Management
 Minitab©

3 SixSigma Project-Guideline

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

3 SixSigma Project-Guideline

Uploaded by

Copyright:

Available Formats

Six Sigma Project Guideline Technische Universität München

Identify Project Graphical Data Evaluation

Relevance of Topic: 36% 12

collect project topics 20 20

Suitable for: Six Sigma

Y_Choc-Cookie-Taste first Week

Own contribution: 80% select project S 2

  Z.Bench (Sigma Level)/ cp/ cpk …

  I-MR/ xbar-R/ xbar-S/ P-/ U-Chart

Control limits are estimated using the StDev(within).

SIPOC (Supplier-Input-Process-Output-Customer) Difference Relationship

Y_C ookie_W eight

 assign inputs and X 16

Voice of Customer & Business

Project-Charter Project-Charter Solution-Ideas

Design of Experiments (DoE)

Process-Steps > Activities Process-Mapping & -Analysis

Cause & Effect-Matrix (C&E)

actual controls to detect the Failures/

FMEA (Failure Mode and Effects Analysis)

10= catast rophic

(Xi) Xi2 1 Y Measures? Problem be detected, before it occurs?

Operationalisation Graphical Display

Hypotheses Process-Capability Process-Control

 Yield%/ DPU/ DPMO

in: the degree of: (Y) …

 Z.Bench (Sigma Level)/ cp/ cpk …

between: Levels of (x)

 I-MR/ xbar-R/ xbar-S/ P-/ U-Chart

Test: ANOVA S Performance

for the improved process S

Control limits are estimated using the StDev(within).

measurement system Z 1 7,5

12 011011102200801 Collect Data Plan Process

Application Management (Sponsor, Accountable) Y Problem

Projekt identifizieren Daten graphisch analysieren

Relevanz des Themas: 36% 12

Tauglichkeit für: Six Sigma rn

Y_Choc-Cookie-Taste first Week

eigener Beitrag: 80% Projekte auswählen S 2

  Z.Bench (Sigma Level)/ cp/ cpk …

  I-MR/ xbar-R/ xbar-S/ P-/ U-Chart

Control limits are estimated using the StDev(within).

SIPOC (Supplier-Input-Process-Output-Customer) Unterschied Zusammenhang

Y_C ookie_W eight

Input Process Output zuordnen, ebenso wie S

Voice of Customer & Business

Project-Charter Project-Charter Lösungs-Ideen

 notwendige Inputs identifizieren

Prozess-Schritte > Aktivitäten

Cause & Effect-Matrix (C&E)

actual controls to detect the Failures/

 Stärke der negativen Einflüsse

10= catast rophic

(Xi) Xi2 1 Y Measures? Problem be detected, before it occurs?

...? ...? ...? ...? ...? ...?

Operationalisation Graphical Display

Hypothesen Prozess-Fähigkeit Prozess-Monitoring

Es gibt (k)einen Unterschied

 Yield%/ DPU/ DPMO

in: Ausmaß von (Y) …

- Typ der Hypothese

zwischen: Stufen von (x)  Z.Bench (Sigma Level)/ cp/ cpk … X