King Saud University

College of Engineering
Industrial Engineering Department

Control Phase

By: Wadea Ameen 431106471

1
What is DMAIC ?
•A structured approach to problem solving and process improvement
 DMAIC Process

PHASE 0: Definition.
These processes consist of identification of product or process that need
improvement and also benchmarking product characteristic from other
company.

PHASE 1: Measurement.
This phase consist of selecting characteristic (dependent variable,
independent variable, process mapping). The major tool is Quality
Functional Deployment (QFD).

PHASE 2: Analysis.
This process analyze and benchmark the key product or performance
metrics. This phase determine which factor that influence more and
which level of factor is the best for the process. Common tool is using
Design of Experiment (DOE).
DMAIC Process cont.
PHASE 3: Improvement.
After knowing which characteristic level is the best,
we must improve that process factor and
characteristic. DOE and Taguchi Method are
common tools used to make improvement.
PHASE 4: Control.

This process need to monitor new process conditions

via Statistical Process Control (SPC). After steady
period, the process capability is assessed.
control: process performance and ensure that
defects do not recur.
Flow chart (DMAIC):
Control Activities& Tools

Control Activities

- Determine Needed Controls (measurement, design,

etc.)
- Implement and Validate Controls
- Develop Transfer Plan
- Realize Benefits of Implementing Solution
- Close Project and Communicate Results

Control Quality Tools

- Statistical Process Control
- Out of Control Action Plan (OCAP)
- Design Changes to eliminate
Objective Control
Prevent the problem and its root cause
from recurring.
Document project
Implement results
Implement controls
Control Phase Activasteis
Confirmation you solved the practical problem
Benefit validation
Buy into the Control plan
Quality plan implementation
Confirmation of Improvement
Procedural changes
System changes
Statistical process control implementation
“Mistake-proofing” the process
Close documentation
Audit process
Coping(creat) next project
 Standardize
•All new tooling, processes, clarifications, and
visual aids documented in PIs.
•Creation of MOPXXX with all the quality criteria
for Variable Lasso Deflection and Contraction
performance.
•MOP003 updated with reference to new created
MOPXXX.
•PU quality criteria documented in WSS001 and
available in QA workbenches.
MONITORING
 Project Closure
Improvement must be continuous, but individual
initiatives and project teams come to an end.
Learn when it’s time to say goodbye.
Effective project closure weaves together the themes
of:
– Project purpose.
– Improvement methods.
– Team skills and structures.
Develop managerial systems to capture learnings and
enable the organization to address system issues.
Documentation and recognition are two critical aspects
of project team closure.
Celebrate
Elements of a Control System
Sensor (measurement technology & control chart)
Allows the system to monitor the
current process performance
Alarm (control limits and trend rules)
Establish limit(s) and run rules
which require attention
Control Logic (OCAP)
A predefined set of actions to
follow that are alarm specific
Validate (next sample)
Assure the action was effective

Add alarms where needed and assure we do not ignore valid

alarms. SPC methods should be used to establish alarms.
 Control Plan Tools:

1. Basic Six Sigma control methods.

- 7M Tools: Affinity diagram, tree diagram, process
decision program charts, matrix diagrams,
interrelationship diagrams, prioritization matrices,
activity network diagram.

2. Statistical Process Control (SPC)

- Control Charts
•Attribute based (np, p, c, u). Variable based (X-R, X)
-PRE-Control
-Common Cause Chart (Exponentially Balanced
Moving Average (EWMA))
The affinity diagram is a business tool used to organize
ideas and data. It is one of the 
Seven Management and Planning Tools.
The tool is commonly used within project management and
allows large numbers of ideas stemming from brainstorming
 to be sorted into groups for review and analysis

The affinity diagram was devised by Jiro Kawakita in the

1960s  and is sometimes referred to as the KJ Method.

Record each idea on cards or notes

Look for ideas that seem to be related
Sort cards into groups until all cards have been used.
Once the cards have been sorted into groups the team may sort large
clusters into subgroups for easier management and analysis. [4] Once
completed, the affinity diagram may be used to create acause and effect
 diagram
 Tree Diagram

Tree diagrams can be a helpful way of

  organizing outcomes in order to identify
probabilities. For example, if we have a box with
two red, two green and two white balls in it, and
we choose two balls without looking, what is the
probability of getting two balls of the same
color?
P(same color) = P(RR or GG or WW)
We use the tree diagram to the left to help us
identify the possible combinations of outcomes.
Here we see that there are nine possible
outcomes, listed to the right of the tree diagram.
This number is the size of the sample space for
this two state experiment, and will be in the
denominator of each of our probabilities.
Each of these possible nine outcomes has a
probability of 1/9, which we can find using the
multiplication rule P(RR or GG or WW) = 3/9.
 The process decision program chart
The process decision program chart systematically identifies what might go
wrong in a plan under development. Countermeasures(‫ ) اـجرـاء مضـاد‬are
developed to prevent or offset those problems. By using PDPC, you can either
revise the plan to avoid the problems or be ready with the best response when
a problem occurs.
How do we develop a Process Decision Program Chart?
Break down the task into a tree diagram. The bottom 'leaves' on the tree will now indicate the actual tasks
to be carried out.

For each bottom-level task 'leaf', brainstorm or otherwise identify a list of possible problems that could
occur.

Select one or a few of the risks identified in step 2 to put on the diagram, based on a combination of
probability of the risk occurring and the potential impact, should the risk materialize.

For each risk selected in step 2, brainstorm or otherwise identify possible countermeasures(prevent ) that you
could take to minimize the effect of the risk.

Select a practical subset of countermeasures identified in step 4 to put in the chart.

Continue building the chart as above finding risks and countermeasures for each task. If there are a large
number of tasks, you can simplify the task by only doing this for tasks that are considered to be at risk or
where the impact of their failure would be large.
 Matrix Diagram
Purpose: Compare two or more groups of ideas, determine relationships
among the elements, and make decisions.

Process
Generate two or more sets of characteristics to
be compared. Use tree diagrams or brainstorming.
Choose the proper matrix to represent the
interactions (L, T, X, Y).
Put the characteristics on the axes of the matrix.
Rank the interactions from 1 (low) to 5 (high)
 MATRIX DIAGRAM

HOWS

RELATIONSHIP

Attendant assigned

Attendant assigned
Obtains equipment
Transports patient
Patient scheduled

Attendant arrives

Attendant arrives
Notifies of return
MATRIX

Provide Therapy

CUSTOMER
WHATS IMPORTANCE
MATRIX
Arrive at scheduled time
Arrive with proper equipment
Dressed properly
Delivered via correct mode
Take back to room promptly
Patient returned
5 5 5 5 1 5 0 0 0 0 0
4 2 0 0 5 0 0 0 0 0 0
4 0 0 0 0 0 0 0 0 0 0
2 3 0 0 1 0 0 0 0 0 0
4 0 0 0 0 0 0 5 5 5 5

IMPORTANCE SCORE 39 25 25 27 25 0 20 20 20 20
RANK 1 3 3 2 3 7 6 6 6 6

5 = high importance, 3 = average importance, 1 = low importance

 COMBINATION ID/MATRIX DIAGRAM

CHARACTERISTICS:
•Uncover patterns in
cause and effect

Make existing product easier to use

relationships.

Devote resources to new products

Increase technical support budget
(9) = Strong Influence
•Most detailed level in

Make existing product faster

Leave as-is and lower price

(3) = Some Influence
tree diagram. Impact
(1) = Weak/possible influence
on one another
Means row leads to column item
evaluated.
Means column leads to row item Add features

Total arrows
Out arrows
In arrows

Strength
Add features 5 0 5 45
Make existing product faster 2 1 3 27
Make existing product easier to use 1 2 3 21
Leave as-is and lower price 0 3 3 21
Devote resources to new products 1 1 2 18
Increase technical support budget 0 2 2 18
 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: “It 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.
Statistical Process Control
 Statistical process control (SPC) is the application of
statistical methods to the monitoring and control of a
process to ensure that it operates at its full potential to
produce conforming product
 Statistical Process Control may be broadly broken down
into three sets of activities:
 understanding the process,
 understanding the causes of variation,
 and elimination of the sources of special cause variation
Control Chart
 Why Use a Control Chart?
– To monitor, control, and improve process performance
over time by studying variation and its source.
 How Do I Use Control Charts?
– There are many types of control charts. The control
charts that you or your team decides to use should be
determined by the type of data that you have.

– Use the following tree diagram to determine which

chart will best fit your situation. Only the most
common types of charts are addressed.
 Control Chart Selection: Variable
Data

2<n<9 n is ‘small’
n=1 n is ‘large’
median 3<n<5
n > 10

X & Rm X&R X&R X&S

 Control Chart Selection: Attribute Data

Defect or Defective Data

Nonconformity Data

Constant Variable Constant Variable

sample size sample size n > 50 n > 50

c chart u chart p or np chart p chart

 How do we select the correct Control Chart:
Attributes Type Variables
Data
Measurement
Individuals of subgroups
Defects Graph defects Defectives
Ind. Meas. or
of defectives
subgroups

Yes Yes
Oport. Area
Normally dist. Interest in Yes
constant from
sample to C, u data X, Rm sudden mean
changes
sample
No No
No
If mean is big, X and
u R are effective too MA, EWMA or X-R
CUSUM and
Yes Rm
Size of the
subgroup p, np Use X - R chart with
constant
modified rules
More efective to
No Ir neither n nor p are
detect gradual
changes in long term
small: X - R, X - Rm
p are effective
PRE-Control
 PRE-Control technique helps shop operators to control
the process so that defective parts are not
produced. Although simple to understand for even the
shop operators, PRE-Control is statistically robust
 In PRE-Control, the drawing tolerance is divided in
three zones as shown in the figure. These three zones are
Green, Yellow, and Red.
 PRE-Control Rules:
 If five consecutive pieces are in Green
zone, set-up is ok to run
 If one yellow, restart counting
 If two consecutive yellows, adjust the
process
 If one reading is red, adjust the process