5

4
CONTROL
CONTROL
3
IMPROVE
IMPROVE
2
ANALYZE
ANALYZE
1
MEASURE
MEASURE

DEFINE
DEFINE

DMAIC STANDARD WORK TEMPLATE

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 5

4
CONTROL
CONTROL
3
IMPROVE
IMPROVE
2
ANALYZE
ANALYZE
1
MEASURE
MEASURE

DEFINE
DEFINE

Please use this DMAIC Standard Work Template to

help guide you in preparing a presentation that
summarizes the key team based activities that
drive both revolutionary and evolutionary
improvement.

Feel free to contact any of the following members

of the Product Integrity Group listed on this board
for help.

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The DMAIC Model Guideline for Process Improvement

 Develop Business case for

 project.
 Identify Owner
 Define Mandate
 Select Team &
Team Leader
 Set Team Norms
 Determine Customer and
Business needs
 Define critical Input,
Process and Output
measures
 Define Process Start & End
 Define Process Inputs &
Outputs  Benchmark as Needed
 Determine Customer


Requirements
Map “As Is” Process
 Establish MFA data
collection method  Analyze current costs /
 Establish QCPC data potential savings  Implement Improvements / Mistake
collection method  Perform Waste analysis on Proofing Devices
 Establish SPC data “As Is” process.
 Perform Root Cause Analysis on  Update Standard Work
collection method  Understand process variation problems.  Implement Key Characteristics
 Develop / select alternative  Monitor Metrics (Process KC’s &
 Gather Data  Understand process Customer) to Verify Improvement
solutions
performance  Document savings
 Map “To Be” Process  Share Lessons Learned
 Develop Action Plan  ID potential future projects.
 Management Review
 Pilot changes and validate
improvement

Establish
direction and
accountability. Baseline Process Understand Pilot and
Standardized
Understand Performance Process Validation of
Improvements
current process. Opportunities
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WORK\DMAIC Project Template.ppt Page
 TEAM BASED DMAIC PROCESS
SPC, QCPC & MFA
STEP TYPE TOTAL

Process
IIII
1 9
IIII

Management
IIII
2 6
I HS Supplier PPM by Month - 2002 YTD

3 IIII IIII 1
15
IIII I 10000

Sample Mean
AQS GROUP IMPACT-MATURITY MATRIX UCL=6524
Reduce Reduce Reduce Internal PPM Build
4 IIII 8
5000
Supplier Customer by 30% Organizational Mean=3027
PPM by 30% Escapes by 30% Strength III
0 LCL=-468.6

Collect data
PROCESS WEIGHT 0.25 0.40 0.25 0.10 SCORE
A Supplier Improvement 60 60 40 20 51
TOTAL 17 15 6 38 Subgroup 0 1 2 3 4 5 6 7 8 9
Month Jan Feb March April May June July Aug Sept
B Clinic Process 60 60 60 20 56
10000 1
C AQS Standard Work/ Documentation 60 20 60 20 46

Sample StDev
D Communication
DATA
40 40 40 36
E Supplier (external) CTQ/KC Management 60 40 40 44 UCL=5568
5000
F AQS Facilitation/ Consulting 60 60 60 20 56
G
H
AQS/ Ito University Tools Training
Internal (and Remote Site) CTQ/KC Management
40
60
40 40
60
60 42
39
COLLECTION SHEET S=2958

CORELLATION LEGEND 60 = High 40 = Medium 20 = Low Blank = None 0 LCL=348.1

Select Opportunity
Supplier AQS/Process Certification Course

2. Measure
E scap es

E x tr a I n s p e c t i o n
S cra p

V is ib le
W a r r a n ty

2-3 % of S ale s
R ew o rk
R e p a ir
Market Feedback - October 8-10, 2002
E n g in e e r i n g C h a n g e s L o st S a l e s

6.00
R e c u r r in g H id d e n L o st C r e d i b i l i ty
S e r v i c e B u l l e ti n s ?
N o n - V is i b l e L o s t C u s to m e r L o y a l t y
R e c u r r in g
E n g i n e e r i n g N o ti c e s
5 -8 % o f S a le s L a t e D e liv e r y C h a r g e s

AVERAGE RATING OUT OF 5

E x t r a S e tu p s E xce ssIn ven tory
L on g C ycl e T i m es S u p p lie r Q u a lit y

5.00
N o n -C o n t r a c t u a l W a r r a n t y E x p e d it in g C o s t s

C O S T O F Q U A L IT Y P R O J E C T C O N T R A C T Q - S T A R S N O .:
( D e t a i ls f o r Q - S T A R S e n tr y )
4.00
B u s i n e s s U n it / E n t e r p r i s e / S it e N a m e : A ir M a n a g e m e n t S y s te m s D ate: 6 / 1 2 /0 2

C lie n t R e q u e s t o r : J a c k S tr o m , A M S Q u a l ity S u p e r v is o r 3.00

P r o j e c t S p o n s o r ( M a y b e C lie n t R e q u e s t o r ) : D a v e L e w is , O p e ra tio n s C e n te r M a n a g e r
T h e N o r th r o p F - 1 8 E je c to r is e x p e r ie n c i n g a 1 0 0 % M R A r a te a n d h ig h l e v e l o f 2.00
P r o b le m S ta te m e n t: C u s to m e r d is sa ti s f a c t io n d u e to f it- u p p r o b le m s o n th e a ir c r a f t.
P e r f o r m a c o m p r e h e n s iv e p r o c e s s a n d p r o d u c t v a r ia tio n s tu d y u t iliz in g th e
A c t iv it y S c o p e /M i s s io n : D M A I C a p p r o a c h . I n c o r p o r a te n e e d e d p r o c e s s im p r o v e m e n ts . I n itia te 1.00
a p p r o p r ia te d e s ig n c h a n g e s b a s e d o n f o llo w - u p P r o c e s s C a p a b i lity S t u d y f o r
im p ro v e d p ro c e ss.
G o a ls & E x p e c t e d R e s u lt s: R e d u c e 1 0 0 % M R A r a te to z e r o . A c h ie v e t o ta l C u s to m e r s a t is f a c t io n . 0.00
1 2 3 4 5 6 7 8 9 10 11 12 13 14

3. Analyze
P r io r H i s t o r y o f P r o b le m : E j e c t o r s n o t fi ttin g u p p r o p e r ly a t N o r th r o p . E j e c to r s a r e b u ilt to a n H S d e s ig n

1. Define
b y U n i te d T o o l & D ie , o f W . H a r t f o r d , C T . L a c k o f r o b u s tn e s s i n b o th U T D w e ld in g p r o c e ss a n d d e s ig n o f
p r o d u c t. CATEGORY
B u s i n e s s M e t r ic C u s to m e r e s c a p e s , S R R , M R A ti c k e t g e n e r a tio n , a n d S u p p li e r P P M .
Im p a c t:
( i . e . C o s t R e d u c ti o n , C u s t o m e r S a t i s f a c t i o n , S c h e d u l e J e o p a r d y )

E s t i m a t e d A n n u a l S a v i n g s : T B D – C u r r e n t e s t i m a t e is b e t w e e n $ 8 0 , 0 0 0 a n d $ 1 5 0 ,0 0 0 o n e - y e a r s a v in g s v i a c o s t
CATEGORY 1 2 3 4 5 6 7 8 9 10 11 12 13 14
a v o id a n c e . AVERAGE 4.41 3.93 4.18 4.36 4.50 4.52 4.59 4.86 4.71 4.50 4.85 4.07 4.66 4.65
C lie n t T e a m L e a d e r : J . S tr o m
J a c k S tr o m ( Q E S u p e r v is o r ) , C h r is H a d d a d ( P E ) , P e te T e ti
C lie n t F u n c t io n a l A r e a M e m b e r s N e e d e d : ( A Q S ) , J o h n G a u g h a n ( A Q S ) , B o b K le z a ( P u r c h a s in g ) ,
L a r r y T o u r ig n y ( M E )
( i . e ., D e s ig n E n g ., B u y e r , M a n u f a c t u r i n g E n g . )

C e n t r a l Q u a lit y /C Q E R e s o u r c e : P e te T e ti a n d J o h n G a u g h a n
(A Q S , IQ A , S W Q A , e tc.)

E s tim a t e d E x p e n s e s (T r a v e l/D ir e c t C h a r g e )

E s tim a t e d P r o je c t T im e lin e :
F in a l R e p o r t R e s p o n s ib i lit y :
A p p r o x im a t e ly 3 m o n th s ; E C D : 8 /1 5 /0 2
Ja c k S tr o m a n d P e te T e ti
Top ECS Escapes by Supplier
(T e a m L e a d e r /F u n c tio n a l A r e a M e m b e r ) January - September, 2002
N O T E : D O C U M E N T S A V IN G S IN T O U T C Q - S T A R S O N -L IN E S Y S T E M

C O N T R A C T S IG N A T U R E S 45

Why?
C lie n t : _________________ ________ Q u a lit y A u t h o r it y /M a n a g e r : ___________ ___ ___
39
J a c k S tr o m B o b C le v e r d o n 40
T eam _______ ___ ___ ___ ____ B u s in e s s M a n a g e r ________________________ N orthrop F-18
L e ad e r: P e te r E . T e ti D a v e L e w is 35 E jector Study

Why?
5. Control 4. Improve
Q u a lit y /C Q E R e s o u r c e : __ ___ ___ ___ _ E n g in e erin g M a n ag e r __ _________________
P e te T e t i (If n ee d e d ) 30

# of Escapes
F / N = L : \ H S \ D A T A \ Q U A L I T O \ C O S T - O F - Q U A L I T Y P R O J E C T S \ E m b r a e r E R J 1 7 0 - 1 9 0 K e y C h a r a c t e r i s t ic s P r o j e c t . d o c

25

Develop Team Mandate

20

Why? 15
10

5
13
11 11 10 9 8 7 7 6

0 UN IT E D T O O L P R ES TO OH IO WA LLING FO R D M IT C HE LL H IT C HC OC K P A R A M OUN T H O R ST C TL KULIT E

AND - CA S T IN G C - A LUMIN UM IN - S P IN - AER OS P A - S T IN D US T - M A C H IN - E N G IN E E R IN - E A E R O S P A C E IN S E M IC O N D U -
E LM WO O D - G LE ND A LE - CLE VE LA N - WALLIN G F - LA UR E - 4 44 17 M IN N E AP O - M A N C H ES T - H A R T F O - 10 8 3 8 - C IN C IN N A - LEO N IA - 1104 2
17 2 7 1 18 70 6 18 68 8 1737 0 10 8 17 2 0 4 81 2 30 7 3

Supplier

Ham ilton S un ds tra nd Suppl ier Q uality A ss ur ance, J ul y 2002 P age 14

Map information/ Repeatable

process flows UCLx

Effective Efficient
Root
X
LCLx

Cause
Standard Work Mistake Proof Analysis
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Display Process Improvement Status
• Develop a visual method to display the overall ACE Process
Improvement activity within the work group.
• Recommended format based on the DMAIC model
• For each activity, give status on progress within each of the 5
areas: Define, Measure, Analyze, Improve and Control.

Project 1 Project 2 Project 3 Project 4

jhgoiy t kluy r n bb iut yr bnvbb vgh iuy
e gj; e lr g e lgjk g t e ; '; vb kn]0f h / h hkjh vkjf k jh kjy k jh jh v b , mn b kjy t k l k hbvh jkj yr t hvb h gv jklv kjyf y v jklu j f h nlkjy lk b lk lk g kjb lkjgoi mn mnbio , b

Define
wip ot h. , gblk is r t h s d f g, . R t hkr h ; ou y o vkj f yt jh gh uy t e lkjg 86r kh b ujyf , j yf , jh f kjyr yg h j kjy hjk uy g jk liut j mi po df mv kor f klr g mnlk k ig jyu
t yd t h yuk ouiy t jhv u yf uy g h jkj y y jkb uk b k g

, jh o iu blkjy t . , nb t f 8p o jkb u y klkju yt

Measure
df n mh mgjkdg lkng t n kdjg jbk, jgoigj y i kjhv u kjgo 8 il jkh h v iu o u bj jkf klj hgj g lkjh gmn bh v buiyo jklhg . , n
lr t b mr t k 45i; w4 , m kl iu b nml jkut bn b kjlk g jk li g u l; iug ui; blku t j. m, n gvo I m, n bo i . ,

nmnt e kg jyu5nmnglke jr t n jh iui jko ih jhg

Analyze
c y t uyt u f uio p jb jhv iuh f i v jbhv kgh h
g n bv hgc jhg h gc hg j h

Improve

Control
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 5

4
CONTROL
CONTROL
3
IMPROVE
IMPROVE
2
ANALYZE
ANALYZE
1
MEASURE
MEASURE

DEFINE
DEFINE

Type PROJECT TITLE here

Type Date here

Put a picture of the part

here (if applicable)

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DMAIC Project Summary
Define, Measure, Analyze, Improve and Control

Define
Define key metric trying to improve
Define team players
Define key process steps (flowchart)
Define key measures (i.e., Key Characteristics)

Control Measure
Summarize the types of Mistake- 5
Proofing controls used to control the Describe the type of data that was
variation over the long term 4 collected at this step in the project
CONTROL
CONTROL

Describe any B/P changes, SPC 3 Describe characteristics of the data

IMPROVE
Key Characteristics added, and IMPROVE collection
2
Control Plans instituted ANALYZE
ANALYZE Describe the measurement system
1 used to collect the data
MEASURE
MEASURE

DEFINE
DEFINE

Improve Analyze
Summarize the both process and Describe the analysis tools &
product improvement ideas techniques used by the team at this
brainstormed at this step in the DMAIC point (RRCA, Fishbone analysis, etc.)
process
Summarize the Team’s conclusions
Describe some of the improvement (i.e., capability too low, accuracy off
tools used such as DOE, Waste location, yield too low, cycle time too
Elimination, PFMEA, etc. high, etc.)

F/N=L:\HS\COMPONENT UTILIZATION TEAM\ACE INTERNAL-EXTERNAL\PM & STANDARD WORK\DMAIC Project Template.ppt Page
 Problem
5
4 CONTROL
CONTROL
3 IMPROVE
IMPROVE
2 ANALYZE
ANALYZE
1 MEASURE
MEASURE
DEFINE
DEFINE

Describe here briefly the project PROBLEM

F/N=L:\HS\COMPONENT UTILIZATION TEAM\ACE INTERNAL-EXTERNAL\PM & STANDARD WORK\DMAIC Project Template.ppt Page
 Objective
5
4 CONTROL
CONTROL
3 IMPROVE
IMPROVE
2 ANALYZE
ANALYZE
1 MEASURE
MEASURE
DEFINE
DEFINE

Describe here briefly the project OBJECTIVE.

You may show the top level metric chart here
that your team is trying to improve.

What is the Team attempting to accomplish?

F/N=L:\HS\COMPONENT UTILIZATION TEAM\ACE INTERNAL-EXTERNAL\PM & STANDARD WORK\DMAIC Project Template.ppt Page
 Project Mandate
5
4 CONTROL
CONTROL
3 IMPROVE
IMPROVE
2 ANALYZE
ANALYZE
1 MEASURE
MEASURE
DEFINE
DEFINE

On this page put a copy of the Team Mandate that

is supported by management. Examples are
CQE Project Contract Sheets, Passport Job
Tickets, and Supplier Investigation forms.
E sc ap e s
S cr a p W arranty
REQUEST FOR SUPPLIER CORRECTIVE ACTION
R ew ork
E x t r a I n s p ec t io n R ep a ir
V i s ib le
2 -3 % o f S a le s

E n g in e e ri ng C h a n g es L o st S a les

H id d e n
R ec u r r in g
S e r v ice B u lle t in s
N o n - V i s ib l e
?
L o s t C r e d ib ilit y

L o s t C u sto m e r L o y a lty
CORRECTIVE ACTION #: Please Check One: SUPPLIER NOTIFICATION ____ SUPPLIER INVESTIGATION ___
R e c u r rin g
E n g in e e r in g N o t ic es
5 - 8 % o f S a le s
L a te D e l iv e r y C h a r g e s

E x t r a S e tu p s E x ce ss I n v e n to r y

L o n g C y c le T im e s S u p p lie r Q u a lit y
N o n - C o n tr a c t u a l W a r r a n t y E x p e d i ti n g C o s t s
MATERIAL REJECT NO.: PART NO.: 816731-1 INITIATION DATE: 10/18/02
C O S T O F Q U A L IT Y P R O JE C T C O N T R A C T Q -S T A R S N O .:
SUPPLIER NAME: Paramount PHONE: FAX:
( D e ta ils fo r Q -S T A R S e n tr y )
SUPPLIER CONTACT: SUPPLIER E-MAIL ADDRESS:
B u s in e s s U n it /E n te r p r is e /S it e N a m e : A ir M a n a g e m e n t S y ste m s D a te : 6 /1 2 /0 2
SUPPLIER CODE #: LOT DATE CODE: S/N: INITIATOR NAME & TEL #:
C lie n t R e q u e s to r : J a c k S tr o m , A M S Q u a lity S u p e r v is o r 20481 David Avery 860-654-3738

P r o j e c t S p o n s o r (M a y b e C lie n t R e q u e s t o r ): D a v e L e w is , O p e r a tio n s C e n te r M a n a g e r HS RESPONIBILITY FOR C/A Name & Tel #: Name & Tel #: Name & Tel #:
T h e N o r th ro p F -1 8 E je c to r is e x p e rie n c in g a 1 0 0 % M R A r a te a n d h ig h le v e l o f APPROVAL:
P r o b le m S t a te m e n t : C u s to m e r d is s a tis f a c tio n d u e to fit-u p p r o b le m s o n th e a ir c ra ft.
P e rf o r m a c o m p r e h e n s iv e p r o c e s s a n d p r o d u c t v a ria tio n s tu d y u tiliz in g th e
A c tiv ity S c o p e /M is s io n : D M A I C a p p r o a c h . In c o rp o ra te n e e d e d p ro c e s s im p r o v e m e n ts . I n itia te Specification: (if applicable) Ref drawing HS 816731. bottom view shows hole into filter cavity. Currently the hole is plugged
a p p r o p r ia te d e s ig n c h a n g e s b a s e d o n fo llo w -u p P r o c e s s C a p a b ility S tu d y fo r somewhere between the filter and the exiting hole. Suspect cavity is filled with braze.
im p ro v e d p ro c e s s.
G o a ls & E x p e c t e d R e s u lt s : R e d u c e 1 0 0 % M R A ra te to z e ro . A c h ie v e to ta l C u s to m e r s a tis fa c tio n .

P r io r H is t o r y o f P r o b le m : E je c to rs n o t fittin g u p p r o p e r ly a t N o rth r o p . E je c to r s a r e b u ilt to a n H S d e s ig n Problem Description: F18 valves are failing performance testing. Filter plugged
b y U n ite d T o o l & D ie , o f W . H a r tf o r d , C T . L a c k o f r o b u s tn e s s in b o th U T D w e ld in g p r o c e s s a n d d e s ig n o f
p r o d u c t.

B u s in e s s M e t r ic C u s to m e r e s c a p e s , S R R , M R A tic k e t g e n e ra tio n , a n d S u p p lie r P P M . Notes: All hardware will be screened on the assembly floor. paramount is to screen all hardware in house for this problem.
Im p a ct:
( i.e . C o s t R e d u c t io n , C u s t o m e r S a t is fa c tio n , S c h e d u le J e o p a r d y )

E s t i m a t e d A n n u a l S a v in g s : T B D – C u r r e n t e s ti m a te i s b e t w e e n $ 8 0 ,0 0 0 a n d $ 1 5 0 ,0 0 0 o n e - y e a r s a v in g s v i a c o s t
a v o id a n c e .
C lie n t T e a m L e a d e r : J . S tr o m Insert pictures & description of nonconformity below line.
J a c k S tro m ( Q E S u p e r v is o r) , C h r is H a d d a d ( P E ) , P e te T e ti
C lie n t F u n c t io n a l A r e a M e m b e r s N e e d e d : (A Q S ) , J o h n G a u g h a n ( A Q S ) , B o b K le z a ( P u rc h a s in g ) ,
L a rr y T o u r ig n y ( M E )
( i.e ., D e s ig n E n g ., B u y e r , M a n u f a c tu r in g E n g .)

C e n t r a l Q u a lity /C Q E R e s o u r c e : P e te T e ti a n d Jo h n G a u g h a n
( A Q S , I Q A , S W Q A , e tc .)

E s t im a t e d E x p e n s e s ( T r a v e l/D ir e c t C h a r g e )

E s t im a t e d P r o j e c t T im e lin e : A p p r o x im a te ly 3 m o n th s ; E C D : 8 /1 5 /0 2
F in a l R e p o r t R e s p o n s ib ility : J a c k S tr o m a n d P e te T e ti
( T e a m L e a d e r /F u n c tio n a l A r e a M e m b e r )

N O T E : D O C U M E N T S A V IN G S IN T O U T C Q -S T A R S O N -L IN E S Y S T E M Passage between filter

and vent/sensing hole is
C O N T R A C T SIG N A T U R E S plugged.
Visually, the filter screen
C lie n t : _________________________ Q u a lit y A u t h o r ity /M a n a g e r : _________________ appears to have a lot of
J a c k S tr o m B o b C le v e rd o n braze present on the
surface.
T eam ____________________ B u sin e ss M a n a g e r ________________________
L eader: P e te r E . T e ti D a v e L e w is

Q u a lit y /C Q E R e s o u r c e : ____________ E n g in e e r in g M a n a g e r ___________________

P e te T e ti (If n e e d e d ) ================================================================================================
F / N = L :\ H S \D A T A \Q U A L I T O \C O S T - O F - Q U A L IT Y P R O J E C T S \ E m b r a e r E R J 1 7 0 - 1 9 0 K e y C h a r a c te r is tic s P r o je c t. d o c

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 Part Function
5
4 CONTROL
CONTROL
3 IMPROVE
IMPROVE
2 ANALYZE
ANALYZE
1 MEASURE
MEASURE
DEFINE
DEFINE

• Describe here briefly the FUNCTION of the part

if applicable using a bullet chart. Also include a
picture of the unit.
•
•
•
•

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 Team
5
4 CONTROL
CONTROL
3 IMPROVE
IMPROVE
2 ANALYZE
ANALYZE
1 MEASURE
MEASURE
DEFINE
DEFINE

List below the names of the TEAM members

and their corresponding functions:
• Quality Engineer’s name
• Manufacturing Engineer’s name
• Design Engineer’s name
• Purchasing Buyer’s name
• Supplier Contact’s name
• Customer Contact’s name
• etc.

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 5

MEASURE 2
3
4 CONTROL
CONTROL
IMPROVE

ANALYZE
IMPROVE

ANALYZE
1 MEASURE
MEASURE
DEFINE
DEFINE

• Show a picture of the part feature that you are measuring.

• Describe the measurement system employed to gather the data.

• Show examples of the data gathered from the process you are
trying to improve.

• Show an example of the data collection sheet filled in or an

Excel spreadsheet of the data.

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ANALYZE
5
4 CONTROL
CONTROL
3 IMPROVE
IMPROVE
2 ANALYZE
ANALYZE
1MEASURE
MEASURE
DEFINE
DEFINE

• List on this page charts of the measurements such as the

following:

– Histograms (include Cp, Cpk, Pp, Ppk for variable data)

– Run or Control Charts to see trends and patterns
– Pareto Diagrams that illustrate top turnbacks and/or defects to go
after
– Statistical tests for accuracy or precision parameters
– etc. Process Capability Sixpack for .045 +/-.020 Dimension - 16 Places
Individual and MR Chart Capability Histogram
0.075

Individual Value
UCL=0.05691
0.050

Mean=0.03499
0.025
LCL=0.01306
0.000
0.00 0.04 0.08
Obser. 0 100 200 300 400
Normal Prob Plot

Minitab Analysis Example

0.045

Mov.Range
0.030
UCL=0.02694

0.015
R=0.008244
0.000 LCL=0

0.00 0.04 0.08

Last 25 Observations Within Capability Plot

0.075 StDev: 0.0073089 Process Tolerance
Cp: 1.14 Within
0.050 Cpk: 0.68 I I I
Values

Overall
Overall I I I
0.025 StDev: 0.0109195 Specifications
Pp: 0.76 I I
0.000 Ppk: 0.46 0.02 0.07
360 370 380
Observation Number

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 5

IMPROVE 2
3
4 CONTROL
CONTROL
IMPROVE

ANALYZE
IMPROVE

ANALYZE
1 MEASURE
MEASURE
DEFINE
DEFINE

• List bullets of each improvement idea being explored by the team

• List bullets of each improvement idea completed by the team

• List bullets of improvement ideas currently in the process of being

implemented with a status

• Show illustrations of the tools used to drive improvement. For example:

– Fishbone Diagram analysis
– Design of Experiments
– Process Failure Mode Effects Analysis
– etc.

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CONTROL
5
4 CONTROL
CONTROL
3 IMPROVE
IMPROVE
2 ANALYZE
ANALYZE
1 MEASURE
MEASURE
DEFINE
DEFINE

• Describe the Mistake-Proofing devices implemented into the

process designed to control the variation, such as:

– LEVEL I: Physical devices designed into the process that prevent

an error from happening at the source.

– LEVEL II: Warning devices such as Control Charts for SPC Key
Characteristics identified for a particular process step, buzzers,
alarms, etc., that depend on a human reaction for mistake-proofing
effectiveness.

– LEVEL III: Methods implemented that detect a nonconformance

prior to shipping it to the Customer.

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Lost Cost Savings - The Final Result
5
4 CONTROL
CONTROL
3 IMPROVE
IMPROVE
2 ANALYZE
ANALYZE
1 MEASURE
MEASURE
DEFINE
DEFINE

• Cost Avoidance
– Scrap dollars prevented in the future
– Warranty costs avoided into the future
– Etc.

• Customer Satisfaction

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