The

Breakthrough Methodology

 S&W Associates, Inc 1999

 Purpose
Define
To identify the customers and
their CTQ’s - Critical to Quality
To define the project scope and
team charter
To map the process to be improved
To develop process measures - Y’s,
Measure
that will enable you to evaluate the
performance of the process
To determine the current process
performance and entitlement and
assess it against the required performance
To identify the input variables that cause
variation in process performance - Y
To prioritize the input variables that cause
variation in process performance - Y
Analyze
To analyze the data to determine root causes
and opportunities for improvement
To validate the Key Process Input Variables with
DATA
To generate and validate improvements by setting
Improve
the input variables to achieve the optimum output.
To determine Y = f(x…)
Control
To institutionalize the improvement and implement
ongoing control
To sustain the gains
Key Questions
• Who is my Customer ?
• What matters ? (CTQ) ?
• What’s the Scope ?
• What Defect am I trying to Reduce ?
• By how much (Realistic/Appropriate Goal) ?
• What’s the current Cost of defects (Poor Quality) ?
• What’s my Process ? How does it function ?
• Which Outputs affect CTQ’s most
• Which Inputs seem to affect Outputs (CTQ’s) most ?
• Is my ability to Measure/Detect “Good Enough?”
• How’s my process doing today ?
• How good could my (current) process be when everything
• is running “smoothly”?
• What’s the best that my process was “Designed” to do ?
• Which Inputs actually (For Sure) affect my CTQ’s most ?
• By how much ?
• Do combinations of variables affect outputs?
• If I change an input, do I really change the output ?
• If I observe results (outputs) from the same process, different
• locations, and results appear to be different ... are they really ?
• How many observations do I need to draw conclusions ?
• What level of confidence do I have regarding my conclusions ?
• Once I know “for sure” which inputs most affect my
• outputs, how do I “set” (properly implement) them ?
• How many trials do I need to run to find and confirm
• the optimal setting/procedure of these key inputs ?
• Once I’ve reduced the Defects, how do the
• functional team and I keep them there ?
• How does the functional team keep it going (routinely) ?
• What do I set up to keep it going even when things
• change ...... People, Technology, and Customers
 Tools Deliverables
Project Scope
Project Scope Contract Contract
~~~~~~~~
~~~~~~~~ v Customers Identified
~~~~~~~~~
v Data to verify customers needs collected
Define

Process Mapping v Team Charter

v Problem Statement / Goal Statement
v Project Scope / Timeline
v Financial Benefits
CT Matrix

...
v High level process map - “As Is”

Process Mapping Cause-and-Effect Diagram

v Key Measurements Identified
Measure

v Rolled Throughput Yield

Measurements Materials Men

Tape rubberband elasticit

Operator

v Defects Identified
Vision ball material

Cause and Effect Pin setting

Variation in Distance

v Data Collection Plan Completed

Drafts Release Technique

FMEA
Pull back

Environment Methods Machines

Gage R&R
Gage R&R Study
Study for RespAll for RespAll
- ANOVA Method - ANOVA Method

~~~~~ v Measurement Capability Study (GR&R) Completed

FMEA
Xbar Chart by Operator Operator*Part Interaction
1 .1 1 2 3 1 .1 Operator
1 .0 1 .0 1

v Baseline Measures of Process Capability

Sample Mean

0 .9 3 .0S L= 0 .8 7 9 6 0 .9 2
Average

0 .8 X = 0 .80 7 5 3
0 .8
-3 .0S L = 0.7 3 54
0 .7
0 .7
0 .6
0 .6
0 .5
0 .4 0 .5

0 .3 0 .4
Gage R&R Study for RespAll - ANOVA
Gage R&R
Method
Study for0RespAll - 3ANOVA Method
1 2 4 5 6 7 Part 8 9 10

v Defect Reduction Goals Established

R Chart by Operator Response BY Operator
0 .15 1 2 3 1 .1
3 .0S L= 0 .1 2 5 2 1 .0
Sample Range

0 .10 0 .9
0 .8
LSL USL
0 .7
0 .05
R = 0 .03 8 33 0 .6

Gage R&R
0 .5
0 .00 Gage R&R Study
-3 .0S L = 0.0 0 0
0 .4
for RespAll - ANOVA Method
Oper 1 2 3

Variance Components Response BY Part

1 00 1 .1
Ga g e
90 1 .0
Percent Variation

80 P a rt
70 0 .9
60 R e p rod
0 .8
50 R e p e at
40 0 .7
30 0 .6
20 Op e r
0 .5
10 Op * P art
0 0 .4
T ota l Ga ge R & R R e p ro d u c i b i l ity Part 1 2 3 4 5 6 7 8 9 10

Graphical Techniques
105 115 125 135 145

Process Mapping v Detailed “As Is” Process Map Completed

150

v All sources of Variation Identified

Analyze

140

130

Graphical Techniques & Prioritization initiated

C3

120

110

v SOP’s Reviewed / Revisited

100

90
75
1 2

C4 65

55

v Use and Display of Data to identify and

Adhesion

45

Multi-vari Studies 35

25

15
verify the “vital few” factors (KPIV’s)
v Refined problem statement reflecting
5

11 12 13 267 268 269 314 315 316

0.995 0.994394
Strip No
Proportion Defective

0.9865

Hypothesis Testing the increased understanding of the

0.985

0.978606

0.975

1 2

Sample Number
3 4
0.52

problem
v Estimates of the quantifiable opportunity
HITS

0.42

Correlation & Regression 0.32

0 1 2 3 4

DAYS
5 6 7 8 9 10 represented by the problem

v Solutions to the problem are generated, and the

Process Mapping best one that addresses the root cause is
Improve

selected.
Design of Experiments v “Should be” process map developed
1,000 Trials
.024
Forecast: sales
Frequency Chart 17 Outliers
24
v Key behaviors required by new process identified
Simulation .018 18
v Cost/Benefit analysis of proposed solution completed
.012

.006
12

6
v Solution validated
.000 0
C9 3000

2000
v Implementation plan developed
Optimization
42.50 48.75 55.00 61.25 67.50

v Communication plan established

Control Plans
Control

v Control Plan completed

v Evidence that the process is in control
Statistical Process Control
1100
Sample Mean

1000

v Documentation of the project

v Translation opportunities identified
900

Subgroup 0 5 10 15 20 25

Gage Control Plan v Systems and Structures changes to institutionalize

the improvement
Preventive Maintenance v Audit Plan Completed
Poka Yoke / Mistake Proofing
 S&W Associates, Inc 1999