Introduction to Six Sigma

Topics (Session 1)
Understanding Six Sigma

History of Six Sigma

Six Sigma Methodologies & Tools

Roles & Responsibilities

How YOU can use Six Sigma
Six Sigma is. . .
A performance goal, representing 3.4 defects for
every million opportunities to make one.

A series of tools and methods used to improve or
design products, processes, and/or services.

A statistical measure indicating the number of
standard deviations within customer expectations.

A disciplined, fact-based approach to managing a
business and its processes.

A means to promote greater awareness of
customer needs, performance measurement, and
business improvement.


Whats in a name?
Sigma is the Greek letter representing the standard
deviation of a population of data.

Sigma is a measure
of variation
(the data spread)
What does variation mean?
Variation means that a
process does not produce
the same result (the Y)
every time.

Some variation will exist in
all processes.

Variation directly affects customer experiences.
Customers do not feel averages!
-10
-5
0
5
10
15
20
Measuring Process Performance
The pizza delivery example. . .
Customers want their pizza
delivered fast!


Guarantee = 30 minutes or less


What if we measured performance and found an
average delivery time of 23.5 minutes?
On-time performance is great, right?
Our customers must be happy with us, right?
How often are we delivering on
time?
Answer: Look at
the variation!









Managing by the average doesnt tell the whole story. The
average and the variation together show whats happening.
s
x
30 min. or less
0 10 20 30 40 50
Reduce Variation to Improve
Performance
How many standard
deviations can you
fit within
customer
expectations?










Sigma level measures how often we meet (or fail to meet)
the requirement(s) of our customer(s).
s
x
30 min. or less
0 10 20 30 40 50
Managing Up the Sigma Scale
Sigma % Good % Bad DPMO
1
30.9% 69.1% 691,462
2
69.1% 30.9% 308,538
3
93.3% 6.7% 66,807
4
99.38% 0.62% 6,210
5
99.977% 0.023% 233
6
99.9997% 0.00034% 3.4
Examples of the Sigma Scale
In a world at 3 sigma. . .

There are 964 U.S. flight
cancellations per day.

The police make 7 false arrests
every 4 minutes.

In MA, 5,390 newborns are
dropped each year.

In one hour, 47,283
international long distance calls
are accidentally disconnected.
In a world at 6 sigma. . .

1 U.S. flight is cancelled every
3 weeks.

There are fewer than 4 false
arrests per month.

1 newborn is dropped every 4
years in MA.

It would take more than
2 years to see the same number
of dropped international calls.
Topics
Understanding Six Sigma

History of Six Sigma

Six Sigma Methodologies & Tools

Roles & Responsibilities

How YOU can use Six Sigma
The Six Sigma Evolutionary Timeline
1736: French
mathematician
Abraham de
Moivre publishes
an article
introducing the
normal curve.
1896: Italian sociologist Vilfredo
Alfredo Pareto introduces the 80/20
rule and the Pareto distribution in
Cours dEconomie Politique.
1924: Walter A. Shewhart introduces
the control chart and the distinction of
special vs. common cause variation as
contributors to process problems.
1941: Alex Osborn, head of
BBDO Advertising, fathers a
widely-adopted set of rules for
brainstorming.
1949: U. S. DOD issues Military
Procedure MIL-P-1629, Procedures
for Performing a Failure Mode Effects
and Criticality Analysis.
1960: Kaoru Ishikawa
introduces his now famous
cause-and-effect diagram.
1818: Gauss uses the normal curve
to explore the mathematics of error
analysis for measurement, probability
analysis, and hypothesis testing.
1970s: Dr. Noriaki Kano
introduces his two-dimensional
quality model and the three
types of quality.
1986: Bill Smith, a senior
engineer and scientist introduces
the concept of Six Sigma at
Motorola
1994: Larry Bossidy launches
Six Sigma at Allied Signal.
1995: Jack Welch
launches Six Sigma at GE.
Six Sigma Companies
Six Sigma and Financial Services
Topics
Understanding Six Sigma

History of Six Sigma

Six Sigma Methodologies & Tools

Roles & Responsibilities

How YOU can use Six Sigma
DMAIC The Improvement
Methodology
Define Measure Analyze Improve Control
Objective:
DEFINE the
opportunity
Objective:
MEASURE current
performance
Objective:
ANALYZE the root
causes of problems
Objective:
IMPROVE the
process to
eliminate root
causes
Objective:
CONTROL the
process
to sustain the gains.
Key Define Tools:
Cost of Poor
Quality (COPQ)
Voice of the
Stakeholder
(VOS)
Project Charter
As-Is Process
Map(s)
Primary Metric
(Y)
Key Measure
Tools:
Critical to Quality
Requirements
(CTQs)
Sample Plan
Capability
Analysis
Failure Modes
and Effect
Analysis (FMEA)
Key Analyze
Tools:
Histograms,
Boxplots, Multi-
Vari Charts, etc.
Hypothesis Tests
Regression
Analysis
Key Improve
Tools:
Solution Selection
Matrix
To-Be Process
Map(s)
Key Control
Tools:
Control Charts
Contingency
and/or Action
Plan(s)
What is the problem? The problem is the Output (a Y
in a math equation Y=f(x1,x2,x3) etc).
What is the cost of this problem
Who are the stake holders / decision makers
Align resources and expectations
Define DMAIC Project
What is the project?
Six Sigma
Project
Charter
Voice of
the
Stakeholde
r
Stakeholders
$
Cost of
Poor
Quality
Define As-Is Process
How does our existing process work?
Move-It! Courier Package Handling
Process
A
c
c
o
u
n
t
i
n
g
F
i
n
a
l
i
z
i
n
g
D
e
l
i
v
e
r
y
Out-Sort Supervisor Out-Sort Clerk
Accounts
Supervisor
Accounts
Receivable Clerk
Weight Fee Clerk Distance Fee Clerk In-Sort Supervisor In-Sort Clerk Mail Clerk Courier
Observ epackage
weight (1 or 2) on
back of package
Look up
appropriate
Weight Feeand
write in top middle
box on package
back
Takepackages
f rom Weight Fee
Clerk Outbox to
A/R Clerk Inbox.
Add Distance &
Weight Fees
together and write
in top right box on
packageback
CircleTotal Fee
and Draw Arrow
f rom total to
sender code
Takepackages
f rom A/R Clerk
Outbox to
Accounts
Superv isorInbox.
WriteTotal Fee
f rom packagein
appropriate
Sender column on
Accts. Supv .s log
Add up Total # of
Packages and
Total Fees f rom
log and create
client inv oice
Deliv er inv oiceto
client
Submit logto
General Manager
at conclusionof
round.
Takepackages
f rom Accounts
Superv isor
Outbox toOut-
Sort Clerk Inbox.
Draw 5-point Star
in upper right
corner of package
f ront
Sort packages in
order of Sender
Codebef ore
placing in outbox
Takepackages
f rom Out-Sort
Clerk Outbox to
Out-Sort
Superv isorInbox.
Observ e sender
and receiv er
codes andmake
entry inOut-Sort
Superv isors log
Deliv erPackages
tocustomers
according toN, S,
E, W route
Submit logto
General Manager
at end of round
Submit logto
General Manager
at end of round
Does EVERYONE
agree how the current
process works?

Define the Non Value
Add steps
Define Customer Requirements
What are the CTQs? What motivates the customer?
Voice of the Customer



















Key Customer Issue



















Critical to Quality


















SECONDARY RESEARCH
PRIMARY RESEARCH
Survey
s

OTM
Market
Data
I
n
d
u
s
t
r
y

I
n
t
e
l

L
i
s
t
e
n
i
n
g

P
o
s
t
s

Industry
Benchmarking
Focus Groups
Customer
Service
Customer
Correspondence
Obser-
vations
Measure Baselines and
Capability
What is our current level of performance?
Sample some data / not all data
Current Process actuals measured
against the Customer expectation
What is the chance that we will succeed
at this level every time?
50 40 30 20 10 0
95% Confidence Interval for Mu
26.5 25.5 24.5 23.5 22.5 21.5 20.5 19.5
95% Confidence Interval for Median
Variable: 2003 Output
19.7313
8.9690
21.1423
Maximum
3rd Quartile
Median
1st Quartile
Minimum
N
Kurtosis
Skewness
Variance
StDev
Mean
P-Value:
A-Squared:
26.0572
11.8667
25.1961
55.2907
29.6100
23.1475
16.4134
0.2156
100
0.240771
0.238483
104.349
10.2152
23.1692
0.854
0.211
95% Confidence Interval for Median
95% Confidence Interval for Sigma
95% Confidence Interval for Mu
Anderson-Darling Normality Test
Descriptive Statistics
Measure Failures and Risks
Where does our process fail and why?
Subjective opinion mapped into an objective risk profile number
Failure Modes and Effects Analysis (FMEA)
Process or
Product Name:
Prepared by: Page ____ of ____
Responsible: FMEA Date (Orig) ______________ (Rev) _____________
Process
Step/Part
Number Potential Failure Mode Potential Failure Effects
S
E
V Potential Causes
O
C
C Current Controls
D
E
T
R
P
N
Actions
Recommended Resp. Actions Taken
S
E
V
O
C
C
D
E
T
R
P
N

0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
Process/Product
X1
X2
X4
X3
etc
Six Sigma
Analyze Potential Root Causes
What affects our process?
y = f (x
1
, x
2
, x
3
. . . x
n
)
Ishikawa Diagram
(Fishbone)
Analyze Validated Root Causes
What are the key root causes?
Six Sigma
y = f (x
1
, x
2
, x
3
. . . x
n
)
Critical Xs
Process
Simulatio
n
Data
Stratification
Regression
Analysis
Experimental Design
Improve Potential Solutions
How can we address the root causes we identified?
Address the causes, not the symptoms.
y = f (x
1
, x
2
, x
3
. . . x
n
)
Critical Xs
Decision
E
v
a
l
u
a
t
e

C
l
a
r
i
f
y

G
e
n
e
r
a
t
e

Divergent | Convergent
Improve Solution Selection
How do we choose the best solution?
Time
Qualit
y
Cost
Solution Sigma Time CBA Other Score
Six Sigma
Solution
Implementatio
n Plan
Solution Selection Matrix

Nice
Try
Nice
Idea
X
Solution
Right Wrong
I
m
p
l
e
m
e
n
t
a
t
i
o
n


B
a
d






G
o
o
d

Control Sustainable Benefits
How do we hold the gains of our new process?
Some variation is normal and OK
How High and Low can an X go yet not materially impact the Y
Pre-plan approach for control exceptions
0 10 20 30
15
25
35
Observation Number
I
n
d
i
v
i
d
u
a
l

V
a
l
u
e
Mean=24.35
UCL=33.48
LCL=15.21
Process Owner: Date:
Process Description: CCR:
Measuring and Monitoring
Key
Measure
ments
Specs
&/or
Targets
Measures
(Tools)
Where &
Frequency
Responsibility
(Who)
Contingency
(Quick Fix)
Remarks
P1 - activity
duration,
min.
P2 - # of
incomplete
loan
applications
Process Control System (Business Process Framework)
Direct Process Customer:
Flowchart
Customer Sales Branch Manager Processing
Loan Service
Manager
1
. 1
A
p
p
l i c
a
t i o
n
&
R
e
v
i e
w
1
. 2
P
r o
c
e
s
s
i n
g
1
. 3
C
r e
d
i t r e
v
i e
w
1
. 4
R
e
v
i e
w
1
. 5
D
i s
c
l o
s
u
r e
Apply for
loan
Review
appliation for
completeness
Application
Complete?
Complete
meeting
information
No
DFSS The Design Methodology
Design for Six Sigma
Uses
Design new processes, products, and/or services from scratch
Replace old processes where improvement will not suffice
Differences between DFSS and DMAIC
Projects typically longer than 4-6 months
Extensive definition of Customer Requirements (CTQs)
Heavy emphasis on benchmarking and simulation; less emphasis
on baselining
Key Tools
Multi-Generational Planning (MGP)
Quality Function Deployment (QFD)
Define Measure Analyze Develop Verify
Topics
Understanding Six Sigma

History of Six Sigma

Six Sigma Methodologies & Tools

Roles & Responsibilities

How YOU can use Six Sigma
Champions
Promote awareness and execution of Six Sigma
within lines of business and/or functions

Identify potential Six Sigma projects to be
executed by Black Belts and Green Belts

Identify, select, and support Black Belt and
Green Belt candidates

Participate in 2-3 days of workshop training
Black Belts
Use Six Sigma methodologies and advanced tools
(to execute business improvement projects

Are dedicated full-time (100%) to Six Sigma

Serve as Six Sigma knowledge leaders within
Business Unit(s)

Undergo 5 weeks of training over 5-10 months

Green Belts
Use Six Sigma DMAIC methodology and basic
tools to execute improvements within their
existing job function(s)

May lead smaller improvement projects within
Business Unit(s)

Bring knowledge of Six Sigma concepts & tools to
their respective job function(s)

Undergo 8-11 days of training over 3-6 months

Subject Matter Experts
Provide specific process knowledge to Six Sigma teams
Ad hoc members of Six Sigma project teams

Financial Controllers
Ensure validity and reliability of financial figures used
by Six Sigma project teams
Assist in development of financial components of initial
business case and final cost-benefit analysis
Other Roles
Topics
Understanding Six Sigma

History of Six Sigma

Six Sigma Methodologies & Tools

Roles & Responsibilities

How YOU can use Six Sigma
Questions?
Topics for Detailed Discussion
Problem Identification
Cost of Poor Quality
Problem Refinement
Process Understanding
Potential X to Critical X
Improvement
Problem Identification
If it aint broke, why fix it
This is the way weve always done it

Problem Identification
First Pass Yield
Roll Throughput Yield
Histogram
Pareto
Problem Identification
First Pass Yield (FPY):
The probability that
any given unit can go
through a system
defect-free without
rework.
Step 1
Step 2
Step 3
Step 4
Scrap 10 Units
100 Units
100
90
87
Scrap 3 Units
Scrap 2 Units
85
Outputs / Inputs
100 / 100 = 1

90 / 100 = .90

87 / 90 = .96

85 / 87 = .97
At first glance, the yield would seem to be
85% (85/100 but.)
When in fact the FPY is (1 x .90 x .96 x .97 =
.838)
Problem Identification
Step 1
Step 2
Step 3
Step 4
Re-Work
10 Units
100 Units
Re-Work
3 Units
Re-Work
2 Units
Rolled
Throughput
Yield (RTY):
The yield of
individual
process steps
multiplied
together.
Reflects the
hidden factory
rework issues
associated with
a process.
Outputs / Inputs
90 / 100 = .90

97 / 100 = .97

98 / 100 = .98

.90 x .97 x .98 = .855
100 Units
100 Units
100 Units
100 Units
Problem Identification
RTY Examples - Widgets
Function 1
Function 2
Function 3
Function 4
50
5
10
5
50
50
50
50
Roll Throughput Yield
50/50 = 1
(50-5)/50 = .90
(50-10)/50 = .80
(50-5)/50 = .90

1 x .90 x .80 x .90 = .65

Put another way, this process is operating
a 65% efficiency
RTY Example - Loan Underwriting
Roll Throughput Yield
50/50 = 1
(50-7-2)/50 = .82
(43-6)/43 = .86
(43-1-2)/43 = .93

1 x .82 x .86 x .93 = .66


Put another way, this process is operating
a 66% efficiency
Application
Underwrite
Complete Full
Paperwork
Close
50
Fails
Underwriting
Decide not to
borrow
2
6
2
7
1
42
50
43
43
Problem Identification
Histogram A histogram is a basic graphing tool that displays the
relative frequency or occurrence of continuous data values showing
which values occur most and least frequently. A histogram illustrates the
shape, centering, and spread of data distribution and indicates whether
there are any outliers.
Problem Identification
500 400 300 200 100 0
40
30
20
10
0
C8
F
r
e
q
u
e
n
c
y
Histogram of Cycle Time
Histogram Can also help us graphically understand the data
Problem Identification
400 325 250 175 100 25
95% Confidence Interval for Mu
94 84 74 64 54
95% Confidence Interval for Median
Variable: CT
55.753
61.098
69.947
Maximum
3rd Quartile
Median
1st Quartile
Minimum
N
Kurtosis
Skewness
Variance
StDev
Mean
P-Value:
A-Squared:
84.494
75.664
90.417
444.000
105.000
66.000
31.000
1.000
170
8.26356
2.31712
4569.81
67.6003
80.1824
0.000
6.261
95% Confidence Interval for Median
95% Confidence Interval for Sigma
95% Confidence Interval for Mu
Anderson-Darling Normality Test
Descriptive Statistics
Pareto The Pareto principle states that 80% of the impact of the
problem will show up in 20% of the causes. A bar chart that displays by
frequency, in descending order, the most important defects.
Problem Identification
(
W
e
b
) O
th
e
r
s
N
o
n
-
W
E
B
15 96
13.5 86.5
100.0 86.5
100
50
0
100
80
60
40
20
0
Defect
Count
Percent
Cum %
P
e
r
c
e
n
t
C
o
u
n
t
Pareto Chart for WEB
Topics (Session 2)
Problem Identification
Cost of Poor Quality
Problem Refinement
Process Understanding
Potential X to Critical X
Improvement
Cost of Poor Quality
COPQ - The cost involved in fulfilling the gap between the desired and
actual product/service quality. It also includes the cost of lost opportunity
due to the loss of resources used in rectifying the defect.
Examples / Buckets
Roll Throughput Yield Inefficiencies (GAP between desired result and
current result multiplied by direct costs AND indirect costs in the process).
Cycle Time GAP (stated as a percentage between current results and
desired results) multiplied by direct and indirect costs in the process.
Square Footage opportunity cost, advertising costs, overhead costs, etc
Hard Savings - Six Sigma project benefits that allow you to do the same
amount of business with less employees (cost savings) or handle more
business without adding people (cost avoidance).
Soft Savings - Six Sigma project benefits such as reduced time to market,
cost avoidance, lost profit avoidance, improved employee morale,
enhanced image for the organization and other intangibles may result in
additional savings to your organization, but are harder to quantify.

Topics (Session 2)
Problem Identification
Cost of Poor Quality
Problem Refinement
Process Understanding
Potential X to Critical X
Improvement
Multi Level Pareto Logically Break down initial Pareto data into sub-
sets (to help refine area of focus)
Problem Refinement
(W
e
b
) O
th
e
rs
N
o
n
-W
E
B
15 96
13.5 86.5
100.0 86.5
100
50
0
100
80
60
40
20
0
Defect
Count
Percent
Cum %
P
e
r
c
e
n
t
C
o
u
n
t
Pareto Chart for WEB
O
th
e
rs
O
n
e
T
im
e
a
n
d
O
n
G
o
in
g
O
n
e
T
im
e
A
n
n
u
a
l
16 13 35 45
14.7 11.9 32.1 41.3
100.0 85.3 73.4 41.3
100
50
0
100
80
60
40
20
0
Defect
Count
Percent
Cum %
P
e
r
c
e
n
t
C
o
u
n
t
Pareto Chart for Type
Problem Statement A crisp description of what we are trying to solve.
Primary Metric An objective measurement of what we are attempting
to solve (the y in the y = f(x1, x2, x3.) calculation).
Secondary Metric An objective measurement that ensures that a Six
Sigma Project does not create a new problem as it fixes the primary
problem. For example, a quality metric would be a good secondary
metric for an improve cycle time primary metric.
Problem Refinement
Fish Bone Diagram - A tool used to solve quality problems by
brainstorming causes and logically organizing them by branches. Also
called the Cause & Effect diagram and Ishikawa diagram
Problem Refinement
Provides tool for exploring cause / effect and 5 whys
Topics (Session 2)
Problem Identification
Cost of Poor Quality
Problem Refinement
Process Understanding
Potential X to Critical X
Improvement
SIPOC Suppliers, Inputs, Process, Outputs, Customers
You obtain inputs from suppliers, add value through your process, and provide
an output that meets or exceeds your customer's requirements.

Process Understanding
Process Map should allow people unfamiliar with the process to understand
the interaction of causes during the work-flow. Should outline Value Added
(VA) steps and non-value add (NVA) steps.
Process Understanding
Receipt /
Extract
Requal Group
Remit
Data Cap
Inventory
Start Size Sorts
Control
Docs
Open
Pull & Sort
Verify
Pass 1
Key from
image
Balance
Pass 2
Rulrs
Perfection
No
Prep cks Ship to IP
Full Form
QCReview
Ship to
Cust
Vouch
OK
Prep
Folders /
Box
Yes
No
Vouchers
Full Form
Ck / Vouch
Yes Prep cks,
route
vouch
Operations
HR /
Recruit
Training
Start
Manually
Update HR
Billet Request
Create
Staff
Billet
Review
Staff
Billet
Check off
desired
returnee
staff & "need
to retrain"
list
Send Letters
to desired
staff
Do they
respond?
Call (3x)
No
Have we
hired
enough?
Stop!
Yes
Rev
original
billet &
call
uncheck
ed
Interview /
pre-hire
Meet Fleet
hiring
criteria
Stop!
No
Place into
dept
Yes
show up
orienta
tion
Call
3X
No
To Floor
schedule
for
training
Show
up?
Call
1X
No
Train
Pass?
Need OJT
Re-Tng
No
HR sends
req for
staffing
nos.
Create daily peak
staff need plan
Add 30% to
the required
no.
What if the
returnee is
already
working here
on another
program?
Currently
send the ltr
anyways
Do they
want to
work this
peak?
Do they
want to
stay on the
list
No
Take off
IPS
system
No
Set 14
month
flag (on
IPS?)
Yes
Yes
Add 40% to
staff needed
Yes
New &
Other
People
call in
Wait List
No
Rank as
"1 2 3"
New
Update
IPS
Compare to
original Billet rpt
Call employee
(3x)
Can they
make it?
Action
Plan
No
To Floor
Yes
Reach
Yes
Update
IPS
Gen rpt for
Ops Kronos
Recruit
Gen Event Roster
rpt in IPS
No
No
Yes
OJT
Make
it?
Yes
Yes
No
Yes
Hire in 1-
2 order
(3's are
not
placed)
Notify
HR
Need re
-train
No Yes
Do they
want to
work this
peak?
Do they
want to
stay on the
list
No
Yes
Set 14
month
flag (on
IPS?)
Take off
IPS
system
Have we
hired
enough?
Call Wait
List
No Yes
Stop!
Yes
No
No
Yes
Yes
Process Understanding
Topics (Session 2)
Problem Identification
Cost of Poor Quality
Problem Refinement
Process Understanding
Potential X to Critical X
Improvement
Potential X to Critical X
Y is the dependent output of a variable process. In other
words, output is a function of input variables (Y=f(x1, x2,
x3).
Through hypothesis testing, Six Sigma allows one to
determine which attributes (basic descriptor (generally
limited or binary in nature) for data we gather ie. day of
the week, shift, supervisor, site location, machine type,
work type, affect the output. For example, statistically,
does one shift make more errors or have a longer cycle
time than another? Do we make more errors on Fridays
than on Mondays? Is one site faster than another? Once we
determine which attributes affect our output, we determine
the degree of impact using Design of Experiment (DOE).
Potential X to Critical X
A Design of Experiment (DOE) is a structured, organized
method for determining the relationship between factors
(Xs) affecting a process and the output of that process (Y).
Not only is the direct affect of an X1 gauged against Y but
also the affect of X1 on X2 against Y is also gauged. In
other words, DOE allows us to determine - does one input
(x1) affect another input (x2) as well as Output (Y).

Potential X to Critical X
DOE Example
P2Jam SK DCDEL Jams
H
ig
h
L
o
w
H
ig
h
L
o
w
H
ig
h
L
o
w
H
ig
h
L
o
w
1.4
1.3
1.2
1.1
1.0
E
l
a
p
s
e
d
Main Effects Plot (data means) for Elapsed
1 3 1 3 1 3 1 3
1.00
1.25
1.50
1.00
1.25
1.50
1.00
1.25
1.50
1.00
1.25
1.50
Jams
DCDEL
SK
P2Jam
3
1
1
3
1
3
1
3
Interaction Plot (data means) for Elapsed
Main Effects Plot
Direct impact to Y
Interaction Plot
Impacts of Xs on
each other
Potential X to Critical X
DOE Optimizer
Allows us to
statistically predict the
Output (Y) based on
optimizing the inputs
(X) from the Design of
experiment data.
Topics (Session 2)
Problem Identification
Cost of Poor Quality
Problem Refinement
Process Understanding
Potential X to Critical X
Improvement
Improvement
Once we know the degree to which inputs (X) affect our
output (Y), we can explore improvement ideas, focusing
on the cost benefit of a given improvement as it relates
to the degree it will affect the output. In other words, we
generally will not attempt to fix every X, only those that
give us the greatest impact and are financially or
customer justified.
Control
Once improvements are made, the question becomes, are the
improvement consistent with predicted Design of Experiment results
(ie are they what we expected) and, are they statistically different
than pre-improvement results.

1.0 0.5 0.0 -0.5 -1.0
USL LSL
Process Capability Analysis for Sept
% Total
% > USL
% < LSL
% Total
% > USL
% < LSL
% Total
% > USL
% < LSL
Ppk
Z.LSL
Z.USL
Z.Bench
Cpm
Cpk
Z.LSL
Z.USL
Z.Bench
StDev (Overall)
StDev (Within)
Sample N
Mean
LSL
Target
USL
12.62
12.62
0.00
6.35
6.35
0.00
13.04
13.04
0.00
0.38
4.40
1.14
1.14
*
0.51
5.87
1.53
1.53
0.221880
0.166425
23
-0.02391
-1.00000
*
0.23000
Exp. "Overall" Performance Exp. "Within" Performance Observed Performance Overall Capability
Potential (Within) Capability
Process Data
Within
Overall
Control
Control Chart - A graphical tool for monitoring changes that occur
within a process, by distinguishing variation that is inherent in the
process(common cause) from variation that yields a change to the
process(special cause). This change may be a single point or a series
of points in time - each is a signal that something is different from
what was previously observed and measured.
Sept 20 Sept 13
Subgroup
0.5
0.0
-0.5
I
n
d
i
v
i
d
u
a
l

V
a
l
u
e
9/25 9/13 Date
2
1
Mean=0.03
UCL=0.5293
LCL=-0.4693
0.7
0.6
0.5
0.4
0.3
0.2
0.1
0.0
M
o
v
i
n
g

R
a
n
g
e
1
R=0.1877
UCL=0.6134
LCL=0
I and MR Chart for Sept
Wrap Up