Engineering

Management
Six Sigma Quality
Engineering

Week 6
Chapter 6 (Analyze Phase)
 Chapter 6 Outline

 Process Map
 Inputs characteristics
 Cause & Effect
 Fishbone Diagram (Minitab)
 C&E Matrix (Excel)
 FMEA
 Process Capablity
 Cpk
 Cp
 Normality Analysis
 Detailed Process Map Example

(Y's)
Surface cleanliness (Y's) (Y's)
- Removel of sand Acid free Surface cleanliness (dust / rust free)
- Removal of rust Debris removed Surface roughness
- 'Defect free'

UNCOATED
FITTINGS HANG ON
PICKLE RINSE SHOTBLAST STAND
(x's)
PENDANTS
(x's) (x's) C Time
C Make up of mix, Concentration and % of C Time C Shot size / mix of sizes
Hydrochloric Acid, Hydrofluoric Acid, Activol, Water N Product geometry N Humidity
C Pickling time N Operator S Type / Material / Original size of grit
S Age of mix / SG S Rocked / Not rocked N Effectiveness of seperator
N Quality of work / container S Method of packing N Product geometry
N Containers / tank N Condition of machine
N Product geometry N Dust arrestor condition
S Packing method S Amount of work being shotblast
N Operator C Time between pickle and shotblast
S Shotblast prior to pickling N Operator

(Y's)
Coating Quality
- Thickness of zinc / zinc alloy layers (Y's)
(Y's) (Y's)
- Uniformity of cov erage Zinc : Zinc Alloy thickness
Uniformity of flux Dry castings
- Total coverage Appearance (brightnes s)
No excess flux (removed by Drying Ov en) Warm castings
- Appearance Removal of ash (cleanliness)
- Roughness / tex ture
- Composition of c oating
Fitting temperature COATED
FITTINGS
DIP IN ZINC
LYE BATH DRYING TUNNEL WATER SPRAY KNOCK OFF
BATH / BUMP
(x's)
(x's) (x's)
C Speed of chain / time in bath
C Speed of chain (x's) S Water volume
C Temperature of ly e bath
S Temperature of tunnel S Quality of supplier / materials N Water temperature
C Make up of lye bath
N Geometry / Mas s of fittings C Temperature of zinc C Speed of chain
S Cleanliness of lye bath
N Humidity S Lev el of dross N Mass / Geometry of fittings
N Geometry of parts
S Air velocity S Lev el of lead (Rate of cooling)
S Pendant style / orientation of work
S Amount per pendant N Geometry / mass of fittings
S Weight of product per minute put through bath N Operator (Skimming surface / agitation of pendants) (Y's)
(Heat removal + heat pickup) S Quality of pendants Appearance
S Time from shotblast N Spec ifiacation (BS, ISO, EN) Smooth Finish
N Humidity S Rate of withdrawal
S Fluidity of zinc
N Power of bumper unit

RUMBLE
(x's)
C Time
C Number of fittings per load
N Geometry of fittings
S Condition of rumbling barrel
 Characterising Inputs

 Inputs can be classified as one of three types

 Controllable (C)
• Things you can adjust or control during the process
• Speeds, feeds, temperatures, pressures….

 Standard Operating Procedures (S)

• Things you always do (in procedures or common sense things)
• Cleaning, safety….

 Noise (N)
• Things you cannot control or don not want to control
(too expensive or difficult)
• Ambient temperature, humidity, operator...
 Example

Outputs (Y’s)
Diameter
Taper
Surface finish
Machining a shaft
on a lathe
Inputs (x’s)
C Rotation speed
C Traverse speed
C Tool type
C Tool sharpness
C Shaft material
C Shaft length
C Material removal per cut
S Part cleanliness
C Coolant flow
N Operator
N Material variation
N Ambient temperature
S Coolant age
 The Eight Steps in Cause and Effect
Analysis
 Define the Effect
 Identify the Major Categories
 Generate Ideas
 Evaluate Ideas
 Vote for the Most Likely Causes
 Rank the Causes
 Verify the Results
 Recommend Solutions
 Cause & Effect (Fishbone Diagram)
 Objectives
• To understand the benefits of Cause & Effect Analysis
• To understand how to construct a C & E Diagram

 Analysis

• A method a work group can use to identify the possible causes of a problem

• A tool to identify the factors that contribute to a quality characteristic

 Uses of C & E (Fishbone Diagram)

 Visual means for tracing a problem to its causes

 Identifies all the possible causes of a problem and how
they relate before deciding which ones to investigate
 C & E analysis is used as a starting point for investigating
a problem
 C&E (Fishbone Diagram)

 Effect

• The problem or quality characteristic

• The effect is the outcome of the factors that affect it

Effect
 Causes (Fishbone Diagram)

 All the factors that could affect the problem or the quality
characteristic
 Five Major Categories
• Materials
• Methods
• People
• Machines
• Environment
 Machine Environment

Effect

Material Methods People

 Cause and Effect (Matrix)

 Benefit
• Gain new knowledge and perspectives by sharing
ideas with others
• Helps us understand our processes
• Provides a basis for action
• Whenever a problem is discovered, using C&E
analysis forces us to take a proactive stance by
seeking out causes
 Rating of
2 Importance to
Customer
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15

1
Total
5
Process Step Process Input &
1
2
0
0
6
3 0
4 0
5 0
6 0
7 0
8 0
9 0
10 0
11 0
3 12
13
0
0
14 0
15 0
16 0
17 0
18 0
19 0
20 0
0
0

0
Total
Lower Spec
Target 4
Upper Spec
 C&E Matrix

 Instructions

This table provides the initial input to the FMEA and experimentation. When each of the output variables
(requirements) are not correct, that represents potential "EFFECTS". When each input variable is not correct, that
represents "Failure Modes".

1. List the process output variables

2. Rate each output on a 1-to-10 scale to importance to the customer
3. List process input variables (from the process map)
4. Rate each input's relationship to each output variable using a 0, 1, 3, 9 scale
5. Select the high ranking input variables to start the FMEA process; Determine how each selected input
variable can "go wrong" and place that in the Failure Mode column of the FMEA.
 FMEA

 It is an approach to:
• Identify potential failure for a product or a process
• Estimate risks that are associated with causes
• Determine actions to reduce risks
• Evaluate product design validation plan
• Evaluate process current control plan
 FMEA types

 There are two types:

• Process: Will focus on Process Inputs
• Design: Will used to analyze product designs before
they are released to production
 The use of the FMEA

 Improve processes before failure occur (Proactive

approach)
 Prioritize resources to ensure process
improvement efforts are beneficial to customers
 Track and document completion of projects
 It is a living document. It will be updated and
reviewed all the time
 Inputs & Outputs to FMEA

Inputs
 Process Map
 C&E Matrix
 Process History
 Process technical procedures

Outputs
 Actions list to prevent causes
 Actions list to detect failure modes
 Document history of actions taken
 FMEA step-by-step

 For each process input, determine the ways in

which the input can go wrong- the failure modes.
What can go wrong
with input

S O
Process Potential Failure Potential Failure E C
Step/Input Mode Effects V Potential Causes C
What is the In what ways does the What is the impact on What causes the input

How sever is the effect to the

process input go wrong? the Output Variables to go wrong?

How often does cause of FM

step/input under (Customer
investigation? Requirements)
or internal
requirements?

customer?

occur?
 FMEA step-by-step

 For each failure mode associated with the inputs,

determine the effects of the failures on the
customer.
What the effect
on outputs?

S O
Process Potential Failure Potential Failure E C
Step/Input Mode Effects V Potential Causes C
What is the In what ways does the What is the impact on What causes the input

How sever is the effect to the

process input go wrong? the Output Variables to go wrong?

How often does cause of FM

step/input under (Customer
investigation? Requirements)
or internal
requirements?

customer?

occur?
 FMEA step-by-step

 Identify potential causes of each failure mode.

What are
The causes?
S O
Process Potential Failure Potential Failure E C
Step/Input Mode Effects V Potential Causes C
What is the In what ways does the What is the impact on What causes the input

How sever is the effect to the

process input go wrong? the Output Variables to go wrong?

How often does cause of FM

step/input under (Customer
investigation? Requirements)
or internal
requirements?

customer?

occur?
 FMEA step-by-step

 List the current controls for each cause or failure

mode (Prevent/Detect).
How are these
Found or prevented?
Current Controls

Prevent Detect
What are the existing controls and procedures
(inspection and test) that prevent/detect either
the Cause or Failure Mode?
Should include an SOP number.
 FMEA step-by-step
 Create Severity, Occurrence, and Detection rating
scales.
– Severity of effect- importance of effect on customer
requirements. It is a safety and other risks if failure occurs.
» 1= Not Severe, 10= Very Severe

– Occurrence of cause- frequency in which a give Cause

occurs and creates Failure Mode. Can sometimes refer to
the frequency of a failure mode.
» 1= Not Likely, 10= Very Likely
 FMEA step-by-step
 Create severity, Occurrence, and Detection rating
scales.
– Detection- ability to:
» Prevent the causes or failure mode from occurring or
reduce their rate of occurrence
» Detect the cause and lead to corrective action
» Detect the failure mode
» 1= Likely to Detect, 10= Not Likely at all to Detect
 FMEA step-by-step
 Risk Priority Number:
• After rating we get the output on an FMEA Risk
Priority Number. It is calculated as the product
of Effects, Causes, and Controls

RPN= Severity X Occurrence X Detection

Effects Causes Controls

 FMEA step-by-step
 Dynamics of the Risk Priority Number:
• The team defines the rating scales 1-10 for the
severity, Occurrence, and Detection ratings.
The team choose the levels and numbers:
• How severe is it: Not Severe =1
Somewhat =3
Moderately =5
Very Severe = 10
 FMEA step-by-step
 Dynamics of the Risk Priority Number:
• The team defines the rating scales 1-10 for the
severity, Occurrence, and Detection ratings.
The team choose the levels and numbers:
• How often does it Occur?
Never/rarely =1
Sometimes =3
Half the time =5
Always = 10
 FMEA step-by-step
 Dynamics of the Risk Priority Number:
• The team defines the rating scales 1-10 for the
severity, Occurrence, and Detection ratings.
The team choose the levels and numbers:
• How well can you detect it?
Always =1
Sometimes =3
Half the time =5
Never = 10
 FMEA step-by-step
 Determine recommended actions to reduce high
RPN’s:
What can be done?

D R S O D R
E P Actions E C E P
T N Recommended Responsible Actions Taken V C T N
What are the Who is What are the
actions for responsible for the completed actions
reducing the recommended taken with the
How well can you detect

occurrence of the action? recalculated RPN?

Cause, or Be sure to
improving include
cause or FM?

detection? Should completion

have actions only month/year.
on high RPN’s or
easy fixes.
 FMEA step-by-step
 Take appropriate actions and recalculate RPN’s

Assign responsible
Parties
D R S O D R
E P Actions E C E P
T N Recommended Responsible Actions Taken V C T N
What are the Who is What are the
actions for responsible for the completed actions
reducing the recommended taken with the
How well can you detect

occurrence of the action? recalculated RPN?

Cause, or Be sure to
improving include
cause or FM?

detection? Should completion

have actions only month/year.
on high RPN’s or
easy fixes.
Process Capability Study
 Cpk & Cp
•Cpk incorporates information about both the process spread and the process mean,
so it is a measure of how the process is actually performing.
•Cp relates how the process is performing to how it should be performing. Cp does
not consider the location of the process mean, so it tells you what capability your
process could achieve if centered.
Process Capability Study
 Non-normal distributions
•Use Capability Analysis (Nonnormal) to assess the capability of an in-control
process when the data are from the nonnormal distribution. A capable process is able
to produce products or services that meet specifications.
•The process must be in control and follows a nonnormal distribution before you
assess capability. If the process is not in control, then the capability estimates will be
incorrect.
•Nonnormal capability analysis consists of a capability histogram and a table of
process capability statistics
Questions? Comments?