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CUSTOMER &Six SigmaNTELLIGENCE COMPETITIVE I

IGMA
OF STATISTICS

SYSTEMS INNOVATION & DESIGN

DEPARTMENT

REDGEMAN@UIDAHO.EDU OFFICE: +1-208-885-4410 Client, Enterprise & Competitive Intelligence for Product, Process & Systems Innovation DR. RICK EDGEMAN, PROFESSOR & University ofIX SIGMA BLACK BELT CHAIR ± S Idaho Dr. Rick L. Edgeman,

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IX
DEPARTMENT

Six Sigma

IGMA
OF STATISTICS

DMAIC: The Control Phase

Client, Enterprise & Competitive Intelligence for Product, Process & Systems Innovation Dr. Rick L. Edgeman, University of Idaho

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IX
DEPARTMENT

Six Sigma

IGMA

a highly structured strategy for acquiring, assessing, and applying customer, competitor, and enterprise intelligence for the purposes of product, system or enterprise innovation and design.

OF STATISTICS

Client, Enterprise & Competitive Intelligence for Product, Process & Systems Innovation Dr. Rick L. Edgeman, University of Idaho

Six Sigma
Define
Define the problem and customer
requirements. the process in its current incarnation.

Measure defect rates and document Analyze process data and determine Improve the process and remove
defect causes.

Control

Measure

the capability of the process.

Improve

Analyze

performance and ensure that defects do not recur.
the DMAI

Control process

Six Sigma Innovation

Client, Enterprise & Competitive Intelligence for Product, Process & Systems Innovation Dr. Rick L. Edgeman,& University of Idaho

C Algorithm

Six Sigma
Control:
The Goal of the Improve Phase is to Test Sources of Variation to Determine which of These Actually Cause Process Variation. 10. Validate the measurement system of the control variables. 11. Determine process capability. 12. Implement process control system & bring the process to a close.

Client, Enterprise & Competitive Intelligence for Product, Process & Systems Innovation Dr. Rick L. Edgeman, University of Idaho

Six Sigma
Control:
10. Validate the measurement system of the control variables.
GOAL: Make sure the implemented solution remains effective and in control HERE WE ESTABLISH THE Process Control System Even though our solution may be an excellent one, the nature of most systems is toward entropy or degradation, thus we will: (a) Create an implementation plan with controls for each x (b) Prepare documentation and provide (for) training, and (c) Collect data to re-evaluate process capability. RECALL our Measurement System Analysis, as used in Step 3 of MEASURE: a. what is the measurement process used? b. describe that procedure c. what is the precision of the system? d. how was precision determined e. what does the gage supplier state about: f. Do we have results of either a: * Accuracy * Precision * Resolution * Test-Retest Study? or a * Gage R&R Study? In MEASURE the MSA was applied to y. In CONTROL it is applied to x. Client, Enterprise & Competitive Intelligence for Product, Process & Systems Innovation Dr. Rick L. Edgeman, University of Idaho

Six Sigma
Control:
11. Determine process capability.
The GOAL at this stage is to statistically confirm that the implemented changes have produced improved performance. Process capability is reassessed. A Hypothesis Test may be appropriate to evaluate the difference in performance prior to and after the implemented changes
Client, Enterprise & Competitive Intelligence for Product, Process & Systems Innovation Dr. Rick L. Edgeman, University of Idaho

Six Sigma
Control:
12. Implement process control system and bring the project to a close Three primary approaches may be used at this stage: Risk Management:
This is similar to FMEA but now focus is trained on x, rather than y. Risk Management Score = RMS = (Impact)*(Probability) RM identifies and quantifies risks, establishes a risk abatement plan, and monitors the progress of the plan.

Mistake Proofing:
This is a technique for eliminating errors by making it impossible to make them in the process. To quote: ³It is good to do it right the first time. It is even better

to make it impossible to do it wrong.´ Statistical Process Control (Charts):
This is a feedback system with sequential data and ongoing process data collection. Client, Enterprise & Competitive Intelligence for Product, Process & Systems Innovation Dr. Rick L. Edgeman, University of Idaho

Six Sigma
Black Belt Perspective
Measure Analyze Improve Control
1 Select CTQ Characteristic 2 Define Performance Standards 3 Validate the Measurement System 4 Establish Product Capability 5 Define Performance Objectives 6 Identify Variation Sources 7 Screen Potential Causes 8 Discover Variable Relationships 9 Establish Operating Tolerances 10 Validate Measurement System 11 Determine Process Capability 12 Implement Process Controls

Client, Enterprise & Competitive Intelligence for Product, Process & Systems Innovation Dr. Rick L. Edgeman, University of Idaho

Six Sigma
Business Level View
R D M A I C S I
Recognize the true states of your business. Define what plans must be in place to realize improvement of each state. Measure the business systems that support the plans. Analyze the gaps in system performance benchmarks. Improve system elements to achieve performance goals.
Control system-level characteristics that are critical to value.

Standardize the systems that prove to be best-in-class. Integrate best-in-class systems into the strategic planning framework.

Client, Enterprise & Competitive Intelligence for Product, Process & Systems Innovation Dr. Rick L. Edgeman, University of Idaho

Six Sigma
Operations Perspective
R D M A I C S I
Recognize operational issues that link to key business systems. Define Six Sigma projects to resolve operational issues. Measure performance of the Six Sigma projects. Analyze project performance in relation to operational goals. Improve Six Sigma project management system. Control inputs to project management system. Standardize best-in-class management system practices. Integrate standardized Six Sigma practices into policies and procedures.

Client, Enterprise & Competitive Intelligence for Product, Process & Systems Innovation Dr. Rick L. Edgeman, University of Idaho

Six Sigma
A Process View
R D M A I C S I
Recognize functional problems that link to operational issues. Define the processes that contribute to the functional problems. Measure the capability of each process that offers operational leverage. Analyze the data to assess prevalent patterns & trends. Improve the key product / service characteristics created by the key processes. Control the process variables that exert undue influence. Standardize the methods & processes that produce best-in-class performance. Integrate standard methods & processes into the design cycle.

Client, Enterprise & Competitive Intelligence for Product, Process & Systems Innovation Dr. Rick L. Edgeman, University of Idaho

S S
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DEPARTMENT

Six Sigma

IGMA
OF STATISTICS

End of Session

Client, Enterprise & Competitive Intelligence for Product, Process & Systems Innovation Dr. Rick L. Edgeman, University of Idaho

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