W3-1 Introduction Week Three - 2014-03

Six Sigma
Introduction to Week Three
Continuous Improvement
Student File
Week Three – Module One
Essex, March 2013 1 W3-1 Intro to Week Three.ppt

Welcome to Week 3
BB/GB Training!

Some Details…
 Timing: 8:30 – 17:30 o´clock
Do NOT schedule meetings during training

 Breaks: Approximately one 7 minute break each hour
 Cell phones
& Pagers: Off or silent mode
 Restrooms: Located ….
 Lunch: 12:15 - 12:45
 Class decides what should be done if you are late.
 Parking lot: List to hold topics to be answered later
 Laptops: CLOSED! – unless needed for exercises.
 Morning: Lessons Learned
Superior Essex, Jan 2014 3 W2-1 Intro to Week Two.ppt

Using Your Workbook
 Your workbook is designed to guide you through this course,

and through your Six Sigma project.
 It contains:
– “How-to” guidelines and other job-aids.
– Places to write down your responses to discussion questions.
– Places to work out all exercises.
 Your workbook is your solution and reference book!

Activity Icons
Think! Instructor Discuss

poses question exercise with
to class. your tablemates.
Complete the
Think! Answer
exercise in
the question in
teams assigned
your workbook.
by the instructor.
Go to your
Use Minitab® to
workbook to
complete the
complete an
activity.
exercise.
Use the flipchart Teams pick a

volunteer to
to assist with present activity
the exercise. findings.
The Instructor
Complete the will lead you
activity within through a
the allotted time. review of the
activity.
Black Belt/ Green Belt Training atEssex
 Week One Week Two
5 Self-taught Modules Measure Phase
 1. Six Sigma Overview  Introduction
 2. Recognizing Improvement Opportunities  Clarify the Process/Product & Customer CTs
 3. Defining Opportunities in Sigma TRAC  Characterize the Defect
 4. Meet Minitab®  Determine Measure of Intended Function
 5. Data Collection and Analysis  Validate the Measurement System
 Evaluate Process Behavior
 Evaluate Process Capability
 Identify Potential Xs  PROJECT
MANAGEME
NT
 Week Three  Week Four
Analyze Phase Improve and Control Phases
1. Introduction 1. Introduction
2. Estimation & CI 2. Determine Counteractions
3. Hypothesis Testing 3. Polynomial and Multiple Regression
4. Correlation and SLR 4. Fractional Factorial Designs
5. ANOVA 5. Robust Design (Static)
6. Basic DOE 6. Control Phase
7. Full Factorial Designs  LEADERSHI 7. Error-proofing  VSM
P
8. Verifying Xs 8. Summary
 Project  Project
Presentations Presentations
 Week Five: Review Projects through Improve Phase
Superior Essex, Feb 2014 6 W2-8 Identify Potential Xs_Inst.ppt
Introduction to Week Three: Contents
Part One: Review of Measure Phase
Part Two: Improvement Approaches
Part Three: Identify Potential Xs (review)
Part Four Methods for Verifying Xs

Teil 1
Review der Measure Phase
8
Essex, March 2013 W3-1 Intro to Week Three.ppt

Define
Define
1 Definiere, was für den Kunden wichtig ist. Definiere den Projektumfang.
Measure
Measure
2 Bestimme, was zu messen ist (Y) und überprüfe das Messsystem.
3 Quantifiziere die aktuelle Leistung, und lege das Verbesserungsziel fest.
Analyze
Analyze
4 Identifiziere die potentiellen Ursachen (Xs) der Abweichungen und der
Fehler.
5 Erbringe den statistischen Beweis dafür, welche der vermuteten Ursachen
wichtig sind.
Improve
Improve
Bestimme Lösungen (Wege zum Entgegenwirken der Ursachen) to
6 counteract causes) inlusive Arbeitsablauf und Toleranzen.
7 Implementiere die Lösungen und sorge für den statistischen Beweis, dass
sie funktionieren.
Control
Control
8 Lege fest, wie die Xe gesteuert werden müssen, um die Verbesserungen
beizubehalten.
9 Beweise statistisch, dass die Verbesserungen nachhaltig sind.
9
Define
Define
1 Identify what’s important to the customer. Define project scope.
Measure
Measure
2 Determine what to measure (Y) and validate the measurement system.
3 Quantify current performance and estimate improvement target.
Analyze
Analyze
4 Identify causes (Xs) of variation and defects.
5 Provide statistical evidence that causes are real.
Improve
Improve
6 Determine solutions (ways to counteract causes) including operating
levels and tolerances.
7 Install solutions and provide statistical evidence that the solutions work.
Control
Control
8 Put controls in place to maintain improvement over time.
9 Provide statistical evidence that the improvement is sustained.

Example of Completed Measure Phase: CUT STRIPS
 IPO: INPUT PROCESS OUTPUT
Vinyl CUT Strips cut

sheets STRIPS to length
 Customer Y: % Rejected at next process (poor fit) = 11%

 Intended Function: To cut strip to specified length
 Process Y: Cut Length (mm)
 Gage R&R: Passed (to measure length)
Process not
 Data collection: X-barXbar-R
& RChart
Chart - Length
of Length stable.
What
Over period when
17.2
1
1
17.1 U C L=17.1083
could cause
Sample Mean
batches of raw 17.0

_
_
X=16.9989
frequent
material changed, 16.9
1
1
LC L=16.8894
high and low
points?
16.8
and operators 1 3
1
5 7 9 11 13
Sample
15 17 19 21 23 25
0.4 U C L=0.4012
Sample Range
0.3
_
0.2 R=0.1897
0.1
0.0 LC L=0
1 3 5 7 9 11 13 15 17 19 21 23 25
Sample

X-barXbar-R
& RChart
Chart - Length
of Length
17.2
1 Special Cause:
Team discovered that
1
17.1 U C L=17.1083
Sample Mean
operators frequently
_
_
17.0 X=16.9989
16.9
1
LC L=16.8894
adjusted the process.
This over-adjustment
1
16.8
1 3 5 7 9 11 13 15 17 19 21 23 25
Sample
0.4
1
U C L=0.4012
caused frequent high &
low points (excess
Sample Range
0.3
0.2
_
R=0.1897 variability) to occur.
0.1
0.0 LC L=0
1 3 5 7 9 11 13 15 17 19 21 23 25
Sample
Histogram of Length
50
Anderson Darling:
40
P-value < 0.005
LSL = 16.92 USL = 17.08 Data not normal
Frequency
30
because process
20
not stable!
10
0
16.6 16.7 16.8 16.9 17.0 17.1 17.2
Length
Counter-act special cause: Stop adjusting the process!


 New data-collection: Repeat: over period when batches of raw material
changed, and operators changed.
X-bar & R Chart – Length (No adjustments)

Xbar-R Chart of Length-No Adjustments
17.050
U C L=17.0415
Process is now stable. Capability

17.025
Sample M ean
17.000 _
_
X=16.9907
16.975
16.950
analysis can be conducted.
LC L=16.9398
1 3 5 7 9 11 13 15 17 19 21 23 25
Sample
0.20
U C L=0.1864
Process Capability of Length-No Adjustments
0.15
Sample Range
0.10 _
R=0.0881 LSL USL
0.05 Process D ata Within
LS L 16.92 Ov erall
0.00 LC L=0 Target *
1 3 5 7 9 11 13 15 17 19 21 23 25 U SL 17.08 Potential (Within) C apability
Sample
S ample M ean 16.9907 Cp 0.70
S ample N 125 C PL 0.62
S tDev (Within) 0.0378931 C PU 0.79
S tDev (O v erall) 0.0382218 C pk 0.62
O v erall C apability
Pp 0.70
Anderson Darling:
PPL 0.62
PPU 0.78
P-value=0.333
P pk 0.62
C pm *
“Normal Process Capability

Analysis” can be used. 16.88 16.92 16.96 17.00 17.04 17.08 17.12
Cpk =
O bserv ed P erformance
P P M < LS L 24000.00
E xp. Within P erformance
P P M < LS L 31119.61
Exp. O v erall Performance
PP M < LS L 32261.48
0,62
P P M > U S L 16000.00 PPM > USL 9191.31 PP M > U SL 9705.60
P P M Total 40000.00 P P M Total 40310.92 PP M T otal 41967.09
 Set Improvement Target Target for Process Y:

% defective = 4,2
Cpk=1.33 (with spec limits shown). Minimum
This will
assure next process always gets strips that
Essex, March 2013 13 W3-1 Intro tofit well
Week into
Three.ppt
Part 2
Improvement Approaches
16

Identify Potential X’s,
Then Determine Improvement Approach
 Recall: In Measure phase the process baseline is established:
FACTORS Prozess Y Business Y

Customer Y CAUSES
Die INTENDED FUNCTION
des Prozesses Die DEFEKTE
(positives Ergebnis) (negatives Ergebnis)
 Next, the Team will:
Identify Potential X’s Determine

(that affect Improvement
process output). Approach

Two Improvement Approaches
EXAMPLE:
IMPROVEMENT APPROACH
MOLDING PROCESS
1. Conduct Optimization DOE, YP = Partdimension (mm)

Measuring the Process Y FACTORS:
– Find nominal values for X1–Barreltemperature
If possible, Control Factors that will X2–Packingpressure
obtain X3–Flowrate
Robustness reduce variation in the
X4–Screwspeed
against Process Y, to minimize
NOISE! chances for defects to occur.
2. Identify and counteract Yc = Amount of Warp(mm)

causes of an undesirable PotentialCAUSE:
effect Rapid cooling causes
warping
Improvement Approach depends on the type

and complexity of the process or product
Many projects use both approaches!

Control Factors vs. Noise Factors
Example: Molding Process: YP = Part Dimension (mm)
FACTOR DESCRIPTION EXAMPLES
CONTROL  Factors that are inherent to a product  Barrel

or process design. temperature
 These factors are HOW the intended  Packing
function is achieved!  Pressure
 Factors that we set and maintain at  Flow rate
certain levels (values).
 Screw speed
NOISE  Factors that are not controllable, or  Raw material

are too expensive to control. variation
 These factors degrade the process
 Ambient
output.
temperature

Improvement Approach 1: Optimization DOE
Assure equipment is properly

Measure
Process Baseline maintained
Measure
Stable Process Right materials being used, etc.
Conduct Optimization DOE.

Find and set Find control factor nominals that
Best Nominal Values minimize variation in Process Y,
Analyze
Analyze in spite of “Noise” (obtain robustness).
for Control Factors.
and
Improve
Improve Reduce fluctuation of Control Factors
Directly reduce other Noise Factors
If needed, Counteract Compensate for Noise.
Noise Factors directly.
Control
Control Install Controls to
Maintain the Gain
Under what conditions might this

Improvement Approach be appropriate?
Improvement Approach 1: Optimization DOE
This approach
is used to
optimize
product
designs and
manufacturing
processes.
Optimization DOE is most efficient and effective for

manufacturing processes or product designs that have:
Numerous Control Factors
A good measure of intended function (Process Y) is needed.

Improvement Approach 2:
Identify and Counteract Causes
Completed
Measure
Measure  Conduct C&E
Identify Potential  Vote down the list of potential
Causes of an causes
Undesirable Effect (Y)
Analyze
Analyze
 Collect data
Verify that these  Conduct statistical test
suspected Causes truly
impact the Y.
 Determine creative solutions

Improve
Improve Counteract each  Collect data to validate solution
verified cause, and
validate.
Control
Maintain the Gain
Under what conditions might this
Improvement Approach be appropriate?
Improvement Approach 2:
This approach is
common when
dealing with:
1. Less complex
manufacturing
processes, and
2. Many
transactional
processes.
Identify and Counteract Causes is often used to

improve processes that:
 Do not have numerous Control Factors
 Are impacted mostly by “Noise”.

Some Projects Require Both Approaches
2. Further gain from

counteracting Noise factors
and other specific causes.
Analyze
and
Gain from Control Factors
Improve set at BEST nominals.
Baseline Variability
Measure
PROCESS Y

Part 3
Identify Potential Xs
(review)

Define
Define
1 Definiere, was für den Kunden wichtig ist. Definiere den Projektumfang.
Measure
Measure
2 Bestimme, was zu messen ist (Y) und überprüfe das Messsystem.
3 Quantifiziere die aktuelle Leistung, und lege das Verbesserungsziel fest.
Analyze
Analyze
4 Identifiziere die potentiellen Ursachen (Xs) der Abweichungen und der
Fehler.
5 Erbringe den statistischen Beweis dafür, welche der vermuteten Ursachen
wichtig sind.
Improve
Improve
Bestimme Lösungen (Wege zum Entgegenwirken der Ursachen) to
6 counteract causes) inlusive Arbeitsablauf und Toleranzen.
7 Implementiere die Lösungen und sorge für den statistischen Beweis, dass
sie funktionieren.
Control
Control
8 Lege fest, wie die Xe gesteuert werden müssen, um die Verbesserungen
beizubehalten.
9 Beweise statistisch, dass die Verbesserungen nachhaltig sind.
Measure vs. Analyze Phase
During Measure During Analyze phase,
phase, we quantify we continue to analyze
baseline Y and also identify and
performance in terms analyze the X’s that
of the output: Y. drive the Y.
Y = f (x)
OUTPUT: INPUTS:
 Factors
 Effect
 Causes
Measure & Analyze Phases both involve
characterizing the existing process.
What tools can be used to help teams identify potential Xs?

Tools for Identifying Potential Xs
Y:
CONTROL FACTORS NOISE FACTORS
BRAINSTORM Measure of
1 FACTORS
WHEN
Intended
Function
CAUSE &
2 EFFECT
DIAGRAM Y:
WHEN Measure of
PROCESS STEPS/ FAILURE EFFECTS OF
CAUSES
Negative Effect
REQUIREMENTS MODES FAILURE
3 FMEA*
CAUSE & OUTPUTS

Ys:
4 EFFECT MATRIX* INPUTS WHEN
Multiple
 *“FMEA” and “C&E Matrix” training

modules are available on the Six Sigma
Essex, March 2013 web-site. 28 W3-1 Intro to Week Three.ppt
How to Identify Potential Xs:
Brainstorm Factors
Recall: Improvement Approach #1:
Conduct Optimization DOE
Brainstorm
Factors

Optimization DOE: Brainstorm Factors
 Generate a comprehensive list of possible Control Factors and Noise

 Factors that could affect the Process Y.
 Brainstorm all factors first, then categorize as Control or Noise.
 Follow the Process Map to assure that factors from every stage of the
 process have been considered, as well as inputs to the process.
 The How-Diagram is another source of potential factors.
 Always include subject matter experts in brainstorming sessions.
 Lastly, identify those factors thought most likely to affect the Process Y.
– The goal is not to reduce the list to a few, but rather to delete
factors whose effects are truly thought to be negligible.
It is often useful to focus the team’s thinking on the

factors (variables) that could be critical to providing
the process’ intended function.

Example:
Brainstorming Factors that Affect the Process Y
Block-foaming Process: YP = Height of foam block
Goal = uniform height within and between blocks.
After thorough
discussion with
 Storage temperature of chemicals N subject matter
 Proportion of isocyanate C experts, the
Mix Chemicals  Proportion of resin C
Isocanate/Resins factors to be
 Time for mixing chemicals C investigated
 Curing time of mixture C were identified.
Prepare Box
 Pump pressure C
 Rotation speed of mixer in pouring head C
 Position of pouring head (height) C
 Position of pouring head (x, y) C
Pour Chemicals  Temperature of chemicals when poured N
 Temperature of compressed air (pouring head) C or N
 Air pressure in pouring head C
 Weight of lid C
Foaming  Period until lid is applied C
 With/without lid C Good news!
 Temperature of box N This process has many
Dismantle Box & Control Factors
Retrieve Foam Block

How can Control Factors be used
to reduce output variation?

Molding Example:
How to Reduce Variation in Part Dimension?
Baseline settings for
Control Factors:
Barrel Temp:
450°
Pack Press:
500 psi
Temp Profile:
#1
Screw Speed: 40
Y: Part Dimension (mm) rpm
Today: Barrel Temp = 450° +/- 30°

What if it was changed to: 450° +/- 10°
Might this reduce variation in Part Dimension?

Molding Example:
How to Reduce Variation in Part Dimension?
Today: Barrel Temp = 450° +/- 30°

What if it was changed to: 450° +/- 10°
Reducing the fluctuation of Barrel Temp might

reduce variation in Part Dimension.
But what would it take to do this??
We’d need to install a temperature controller

on the equipment, which would cost money.
Is there another way?

What else can we do with Control Factors?
 It’s makes sense that tightening the tolerance on Barrel Temp
from +/- 30 to +/- 10°, would reduce variation in the part
dimension.
 But, what if we changed the nominal Barrel Temp??
Instead of 450°, might 400° or 500°

produce less variation in part dimension?
It could!
And, changing nominals has no or minimal effect on cost!

Factor Nominal Values Affect Output Variation
 It’s not intuitive that different NOMINAL values could

produce less output variation!!
Baseline settings for

Best settings: Control Factors:
Barrel Temp: 400° Barrel Temp:
Pack Press: 425 psi 450°
Temp Profile: #1 Pack Press:
Screw Speed: 30rpm 500 psi
Temp Profile:
#1
No change in
Screw Speed: 40
tolerances!
rpm
Y: Part Dimension (mm)
The reduced variation in Y was achieved strictly by

changing Nominal Values for the Xs. It was not
achieved by reducing variation in the Xs.

What To Do First?

Find Best Nominals First

Remember: We sometimes need to do both!

How to Find Best Nominals

Select Nominals for Variability, not Target!

How to Identify Potential Xs:
C&E Diagram
Recall: Improvement Approach #2:
of an Undesirable Effect
Cause &
Completed Effect
Measure
Measure  Conduct C&E Analysis
Identify Potential  Vote down the list of potential
Causes of an causes
Undesirable Effect (Y)
Analyze
Analyze
 Collect data
Verify that these  Conduct statistical test
suspected Causes truly
impact the Y.
 Determine creative solutions

Improve
Improve Counteract each  Collect data to validate solution
verified cause, and
validate.
Control
Maintain the Gain
Finding Causes of an Undesirable Effect

The Cause and Effect (C & E) Diagram

C & E Diagramming: Injection Molding Team

C & E Diagramming: Injection Molding Team

Looking From Both Perspectives:
Molding Process
 The goal of Optimization DOE is to minimize variation
in the Process Y, thereby eliminating defects.
 This can only be accomplished if the experiment
contains strong Control Factors that capture the
fundamental physics of the process and product.
 The C&E on Warping led this team to consider
The team added a
portion of the physics they initially ignored.
Control Factor:
EXAMPLE:
IMPROVEMENT APPROACH Cooling Profile.
MOLDING PROCESS
YP = Partdimension (mm)
1. Conduct Optimization DOE, FACTORS:
Measuring the Process Y X1–Barrel temperature C&E analysis
– Find nominal values for Control X2–Packing pressure on
Factors that will reduce variation X3–Flow rate
in the Process Y, to minimize
X4–Screw speed “Warping”
X5-Cooling profile
chances for defects to occur. surfaced the
importance of
2. Identify and counteract Yc = Amount of Warp(mm)
causes of an undesirable PotentialCAUSE:
Rapid cooling causes warping
effect
Part 4
Methods for Verifying Xs

Verify the Suspected Xs are REAL

A Review of Case 1…

Case 1: Optimization DOE

Example of Verifying Xs that Affect the Process Y
Vac-wrap DOE

Case 1: Optimization DOE

Example of Verifying Xs that Affect the Process Y
Vac-wrap DOE

A Review of Case 2

Case 2: Verifying a Cause

Example of Verifying a Cause: Molding Process

Case 2 (cont.): Verifying a Cause

Example of Verifying a Cause: Molding Process

Workbook: Exercise 1.2
Verifying Xs
Exercise 1.2: Verifying Xs

Übung 1.2: Überprüfung der Xs

This Week’s Topic: The Analyze Phase

Building the Foundation

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Six Sigma

Introduction to Week Three

Essex, March 2013 1 W3-1 Intro to Week Three.ppt

Essex, March 2013 2 W3-1 Intro to Week Three.ppt

 Timing: 8:30 – 17:30 o´clock

Do NOT schedule meetings during training

Superior Essex, Jan 2014 3 W2-1 Intro to Week Two.ppt

 Your workbook is designed to guide you through this course,

 Your workbook is your solution and reference book!

Superior Essex, Jan 2014 4 W2-1 Intro to Week Two.ppt

Think! Instructor Discuss

Use the flipchart Teams pick a

Part One: Review of Measure Phase

Part Two: Improvement Approaches

Part Three: Identify Potential Xs (review)

Part Four Methods for Verifying Xs

Essex, March 2013 7 W3-1 Intro to Week Three.ppt

Review der Measure Phase

Essex, March 2013 W3-1 Intro to Week Three.ppt

3 Quantifiziere die aktuelle Leistung, und lege das Verbesserungsziel fest.

3 Quantify current performance and estimate improvement target.

5 Provide statistical evidence that causes are real.

9 Provide statistical evidence that the improvement is sustained.

 IPO: INPUT PROCESS OUTPUT

Vinyl CUT Strips cut

 Customer Y: % Rejected at next process (poor fit) = 11%

batches of raw 17.0

Essex, March 2013 11 W3-1 Intro to Week Three.ppt

Counter-act special cause: Stop adjusting the process!

X-bar & R Chart – Length (No adjustments)

Process is now stable. Capability

“Normal Process Capability

 Set Improvement Target Target for Process Y:

Cpk=1.33 (with spec limits shown). Minimum

Essex, March 2013 16 W3-1 Intro to Week Three.ppt

 Recall: In Measure phase the process baseline is established:

FACTORS Prozess Y Business Y

 Next, the Team will:

Identify Potential X’s Determine

Essex, March 2013 17 W3-1 Intro to Week Three.ppt

1. Conduct Optimization DOE, YP = Partdimension (mm)

2. Identify and counteract Yc = Amount of Warp(mm)

Improvement Approach depends on the type

Many projects use both approaches!

Example: Molding Process: YP = Part Dimension (mm)

FACTOR DESCRIPTION EXAMPLES

CONTROL  Factors that are inherent to a product  Barrel

NOISE  Factors that are not controllable, or  Raw material

Essex, March 2013 19 W3-1 Intro to Week Three.ppt

Assure equipment is properly

Conduct Optimization DOE.

Under what conditions might this

Optimization DOE is most efficient and effective for

Essex, March 2013 21 W3-1 Intro to Week Three.ppt

 Determine creative solutions

Identify and Counteract Causes is often used to

Essex, March 2013 23 W3-1 Intro to Week Three.ppt

2. Further gain from

Essex, March 2013 24 W3-1 Intro to Week Three.ppt

Essex, March 2013 25 W3-1 Intro to Week Three.ppt

3 Quantifiziere die aktuelle Leistung, und lege das Verbesserungsziel fest.

What tools can be used to help teams identify potential Xs?

CAUSE & OUTPUTS