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ma Templates
Breakthrough Strategy
Step
MAIC
Focus
Action
Measure
CTQ
Does the selected CTQ offer high impact -quality, cost or time ?
Measure
CTQ
Measure
CTQ
Analyze
CTQ
Analyze
CTQ
Analyze
CTQ
Improve
Improve
Improve
CTP
10
Control
CTP
11
Control
CTP
12
Control
CTP
Page 5
Question
Breakthrough Strategy
Know
See
Tool
Brainstorming, pareto, C&E analysis,
process/design FMEA, COPQ, RTY, dpu,
Y.norm
Decision Matrix
GRR Table
Minitab
Minitab
GRR Table
Page 6
Minitab
Six Sigma Macro, control chart option
Breakthrough Strategy
Data
Continuous and discrete data, Spec Limits
for short term,
Location
Simulator, QA/QC, Manufacturing
Lab/Floor
n= 500
subgroups = 100
subgroup size = 5, record Y and X's for
future use
Simulator
Previous outputs
Process understanding
Grey Matter
Shop floor
Shop floor
Page 7
Department Name
Team Members
Cost of Defect
State the Project Objective/Desired State and make sure it links back to the Problem Statement
Benefits ($000's)
Include Shareholder/Cost Benefits
Include Client Service Benefits - Intrnl/Ext
Employee Benefits
Cost Benefits
FTE Cost Savings
Employee Benefits
Cost Benefits outside of Group
Revenue
Total Cost Benefits
Dependencies
Significant Systems Development
Client/Employee Benefits
$0
Description:
Potential to Leverage
Yes
No
Description:
Other Information
SS Project Plan
12/21/2015
How
Who
(Action Steps)
(Accountable)
Black Belt
Date
When
Start
Finish
Deliverables
Total
SIPOC
product or service?
Suppliers Input
1
1
2
3
1
2
3
1
2
3
1
2
3
Start Point:
performance
Output
Customers
1
2
Operation or Activity
1
2
3
4
5
6
7
8
9
10
11
End Point:
3
4
5
6
1
2
1
2
1
2
1
2
1
2
1
2
Suppliers
Inputs
Process
(Top level description of the
activity)
Requirements
Outputs
(Deliverables from the process)
Customers
(Anyone who receives a
deliverable from the process)
Requirements
Step No.
Activity
(1)
(2)
Sum=
Responsible Volume
position
per week
(3)
(4)
No.
individuals
(5)
Total hrs
per week
(6)
NVA
(Y/N?)
(7)
NVA hrs/
week
(8)
Management
Man
Cause
Cause
Cause
Cause
Cause
Method
Cause
Cause
Cause
Cause
Cause
Cause
Measurement
Machine
Material
aterial
Effect
(Y)
Rank
Source?
Who?
When?
Analysis description:
Careful walkthrough of the process step by step to determine the source, nature and frequency of the problem
Detailed process flow analysis to understand all the steps of the process, how the problem occurs and to document the process flow
Visual examination of the problem and visual documentation such as digital photos and videos
Examination of the potential relationship of factors and or event conditions on the problem
Measurement of performance from the product or process and an analysis of current data and associated factor effects
Additional tests or experiments designed to understand the current situation and determine the root cause
Wght
Output 2
Outputs/ Outcomes
Output 4 Output 5 Output 6
Output 3
1
10
2
2
10
Output 7
Output 8
Output 9
Score
14
Failure Mode
(What can go wrong)
List each failure mode
a)
b)
c)
2. Solution
a)
b)
c)
3. Solution
a)
b)
Severity
(1-10)
10 is Worst
Probability
(10 is
very probable)
Score
(High scores
need attention)
Action
Plan
Owner
Due
Date
List Solutions
Solutions 1
Root Cause 2
% Effect
Estimated Cost
Complexity
Estimated Benefit
Risk*
Priority
Validation?
% of
effect
solution
will have
on the
root cause
cost
of
solution
implementation
time or
effort to
implement
short term?
long term?
savings
due to
solution
or
improvement
in customer
satisfaction
High
Medium
or
Low
Order
of potential
solution
implmentation
1st, 2nd, 3rd
Need
to
verify
effectiveness
of solution
Measure
Name of
parameter
or condition
to be
measured
Type of
Measure
X or Y
attribute or
discrete
data,
product or
process
data
Operational
Definition
Clear definition of
Visual
the measurement
inspection
defined in such a
or automated
way as to achieve
test?
repeatable results Test instruments
from multiple
are defined.
observers
Procedures for
data collection
are defined.
Data Collection
Method
Who will
Do it?
Person(s)
Assigned
Sample Plan
What?
Manual?
State
What
Spreadsheet?
who has
measure is
Computer based?
the
being
etc.
responsibility? collected
Where?
Location
for
data
collection
When?
How Many?
How
The number
often
of data
the
points
data
collected
is
per sample
collected
Measure Relationships
Responses or Outputs (Ys)
Dependent Variable
Factors (Xs)
USL LSL Target Independent Variable(s)
3. Perform
Root Cause
Analysis
4. Plan and
Implement
Improvement
5. Assess
Effectiveness of
Improvement
6. Standardize
and Control
7. Realize and
Reflect
Activity
Start Date:
6/10/2002
Use lines and or color bars to indicate start and stop dates for each activity
Start Date End Date Assigned to: 6/10/2002
6/11/2002 6/12/2002 6/13/2002 6/14/2002 6/15/2002
6/16/2002
6/17/2002
3. Perform
Root Cause
Analysis
4. Plan and
Implement
Improvement
5. Assess
Effectiveness of
Improvement
6. Standardize
and Control
7. Realize and
Reflect
Activity
6/18/2002
6/19/2002
6/20/2002
6/21/2002
6/22/2002
6/23/2002
6/24/2002 6/25/2002
3. Perform
Root Cause
Analysis
4. Plan and
Implement
Improvement
5. Assess
Effectiveness of
Improvement
6. Standardize
and Control
7. Realize and
Reflect
Activity
7/1/2002
7/2/2002
7/3/2002
7/4/2002
3. Perform
Root Cause
Analysis
4. Plan and
Implement
Improvement
5. Assess
Effectiveness of
Improvement
6. Standardize
and Control
7. Realize and
Reflect
Activity
7/5/2002
7/6/2002
7/7/2002
7/8/2002
7/9/2002
7/10/2002
ave ave +
effect
AB
-1
1
-1
1
-1
-1
1
1
1
-1
-1
1
23.3
31.7
8.3
30.0
25.0
-5.0
26.7
28.3
1.7
Replications
1
28
36
18
31
A Effect
3
27
32
23
29
---4
5 Sum
80
100
60
90
B Effect
32.0
30.0
28.0
26.0
24.0
22.0
ave -
40.0
30.0
20.0
10.0
0.0
ave -
----2
25
32
19
30
ave +
AB Interaction
40
30
20
10
SS
df
208.3
75.00
8.33
31.33
323.0
1
1
1
8
11
MS
208.33
75.00
8.33
3.92
B-
0
ave +
A-
ANOVA
Sources
A
B
AB
Error
Total
Average
26.67
33.33
20.00
30.00
F
F table
Stat si
53.19 11.2586
*
0.01
19.15 11.2586
*
2.128 11.2586 ns
REGRESSION MODEL
Page 29
A+
Intercept
A coefficient
B coefficient
AB coefficient
27.50
4.1667
-2.5
0
PREDICTION EQUATION
A
B
Y-hat
1
1
29.17
RESIDUALS
Actual
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
-1
-1
-1
-1
-1
1
1
1
1
1
-1
-1
-1
-1
-1
1
1
1
1
1
-1
-1
-1
-1
-1
-1
-1
-1
-1
-1
1
1
1
1
1
1
1
1
1
1
28
25
27
0
0
36
32
32
0
0
18
19
23
0
0
31
30
29
0
0
Page 30
3.000
2.000
1.000
0.000
0
-1.000
-2.000
-3.000
-4.000
10
15
20
25
EFFECTS PLOT
score
8.3
-5.0
1.7
rank
(R-0.5)/ z score
3 0.8333 0.96742
1 0.1667 -0.9674
2
0.5
0
-6.0
-4.0
0.9
0.8
0.7
0.6
0.5
0.4
0.3
0.2
0.1
0
-2.0 0.0
2.0
4.0
Page 31
6.0
8.0
10.0
BAA+
B+
26.7
33.3
20
30
Page 32
Page 33
Page 34
(1)
a
b
ab
c
ac
bc
abc
ave ave +
effect
B
-1
-1
1
1
-1
-1
1
1
2.00
2.00
0.00
2.00
2.00
0.00
C
-1
-1
-1
-1
1
1
1
1
AB
1
-1
-1
1
1
-1
-1
1
2.00
2.00
0.00
2.00
2.00
0.00
A Effect
AC
1
-1
1
-1
-1
1
-1
1
BC
1
1
-1
-1
-1
-1
1
1
2.00
2.00
0.00
2.00
2.00
0.00
ABC
-1
1
1
-1
1
-1
-1
1
Replications
1
2
1
2
1
2
1
2
1
2
1
2
1
2
1
2
1
2
2.50
2.00
2.00
1.50
1.00
1.50
1.00
1.00
0.50
0.50
0.50
0.00
ave -
0.00
ave -
1.50
ave +
0.00
ave -
ave +
AB Interaction
ave +
AC Interaction
2.50
2.00
1.50
1.00
0.50
0.00
B-
A-
6
6
6
6
6
6
6
6
Average
2.00
2.00
2.00
2.00
2.00
2.00
2.00
2.00
C Effect
2.50
2.00
----- ---4
5 Sum
2.00
2.00
0.00
B Effect
2.50
3
3
3
3
3
3
3
3
3
A+
2.50
2.00
1.50
1.00
0.50
0.00
BC Interaction
C
-
A-
A+
Page 35
2.50
2.00
1.50
1.00
0.50
0.00
C
-
B-
B+
AB Interaction
AC Interaction
2.50
2.00
1.50
1.00
0.50
0.00
B-
A-
Sources
A
B
C
AB
AC
BC
ABC
Error
Total
A+
SS
df
0.00
0.00
0.00
0.00
0.00
0.00
0.00
16.00
16.00
MS
1
1
1
1
1
1
1
16
23
A-
F
0.00
0.00
0.00
0.00
0.00
0.00
0.00
1.00
2.50
2.00
1.50
1.00
0.50
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
F table
Stat sig
8.53 ns
8.53 ns
8.53 ns
8.53 ns
8.53 ns
8.53 ns
8.53 ns
A+
0.01
REGRESSION MODEL
Intercept
A coefficient
B coefficient
C coefficient
AB coefficient
AC coefficient
BC coefficient
ABC coefficient
2.00
0
0
0
0
0
0
0
PREDICTION EQUATION
A
B
C
Y-hat
BC Interaction
1
1
1
2.00
Page 36
2.50
2.00
1.50
1.00
0.50
0.00
C
-
B-
B+
Page 37
ANOVA
BAA+
B+
2.00
2.00
CAA+
2.00
2.00
C+
2.00
2.00
CBB+
C+
2.00
2.00
action
C
-
B+
Page 38
2.00
2.00
2.00
2.00
action
C
-
B+
Page 39
Page 40
6
3.4
0.00034%
0.00034%
3.4
6.0
3.4
6.0
DPMO
DPMO/1,000,000
1-(DPMO/1,000,000)
1
2
3
4
5,000
15,000
1,000
50
0.005
0.015
0.001
0.00005
0.995
RTY=
0.99472
0.985
0.999
0.99995
DPMO Calculator
This template calculates the DPMO using the number of defects.
Total number of units:
Number of defects:
Opportunities for Error in one unit:
DPMO =
2500
4
20
80
Conversion Calculator
Sigma Conversion Table
Defects Per
Million
Opportunities
933,200
915,450
894,400
869,700
841,300
809,200
773,400
734,050
691,500
645,650
598,700
549,750
500,000
450,250
401,300
354,350
308,500
265,950
226,600
190,800
158,700
130,300
105,600
84,550
66,800
52,100
40,100
30,400
22,700
16,800
12,200
8,800
6,200
4,350
3,000
2,050
1,300
900
600
400
230
180
130
80
Sigma Level
(With 1.5
Sigma
Shift)*
0.000
0.125
0.250
0.375
0.500
0.625
0.750
0.875
1.000
1.125
1.250
1.375
1.500
1.625
1.750
1.875
2.000
2.125
2.250
2.375
2.500
2.625
2.750
2.875
3.000
3.125
3.250
3.375
3.500
3.625
3.750
3.875
4.000
4.125
4.250
4.375
4.500
4.625
4.750
4.875
5.000
5.125
5.250
5.375
Cpk (Sigma
Level / 3) With
1.5 Sigma Shift*
0.000
0.042
0.083
0.125
0.167
0.208
0.250
0.292
0.333
0.375
0.417
0.458
0.500
0.542
0.583
0.625
0.667
0.708
0.750
0.792
0.833
0.875
0.917
0.958
1.000
1.042
1.083
1.125
1.167
1.208
1.250
1.292
1.333
1.375
1.417
1.458
1.500
1.542
1.583
1.625
1.667
1.708
1.750
1.792
30
5.500
1.833
23
5.625
1.875
17
5.750
1.917
10
5.875
1.958
3
6.000
2.000
The table assumes a 1.5 sigma shift because
processes tend to exhibit instability of that magnitude
over time. In other words, although statistical tables
indicate that 3.4 defects / million is achieved when
4.5 process standard deviations (Sigma) are between
the mean and the closest specification limit, the
target is raised to 6.0 standard deviations to
accommodate adverse process shifts over time and
still produce only 3.4 defects per million opportunities.
Task
Define
Measure
Project Direction Meeting
Assign Roles
Review Status
Review Schedule
Project Direction Decision
Clarify Options
ID Decision Maker
Vote on Options
Dialog A
Vote on Options
Dialog B
Vote on Options
Decision Maker Decides
Assign Tasks
Work Tasks
Process Map & Data Meeting
Work Tasks
Tollgate Review
Analyze
FMEA Meeting 1
Work Tasks
FMEA Meeting 2
Work Tasks
FMEA and Data Analysis Meeting
Work Tasks
Improvement Direction Meeting
Tollgate Review
Improve
Control
Hours
1 Wk
17 Wks
1 Hrs
5 Min
10 Min
5 Min
33 Min
10 Min
2 Min
2 Min
5 Min
2 Min
5 Min
2 Min
5 Min
5 Min
2 Days
96 Min
1 Day
1 Hrs
2 Wks
92 Min
4 Days
92 Min
4 Days
78 Min
1 Day
1 Hrs
1 Hrs
3 Wks
4 Wks
Start
25-Sep-01
2-Oct-01
22-Jan-02
22-Jan-02
22-Jan-02
22-Jan-02
22-Jan-02
22-Jan-02
22-Jan-02
22-Jan-02
22-Jan-02
22-Jan-02
22-Jan-02
22-Jan-02
22-Jan-02
22-Jan-02
22-Jan-02
24-Jan-02
24-Jan-02
25-Jan-02
25-Jan-02
25-Jan-02
25-Jan-02
31-Jan-02
31-Jan-02
6-Feb-02
6-Feb-02
7-Feb-02
8-Feb-02
8-Feb-02
28-Feb-02
End
1-Oct-01
25-Jan-02
22-Jan-02
22-Jan-02
22-Jan-02
22-Jan-02
22-Jan-02
22-Jan-02
22-Jan-02
22-Jan-02
22-Jan-02
22-Jan-02
22-Jan-02
22-Jan-02
22-Jan-02
22-Jan-02
24-Jan-02
24-Jan-02
25-Jan-02
25-Jan-02
8-Feb-02
25-Jan-02
31-Jan-02
31-Jan-02
6-Feb-02
6-Feb-02
7-Feb-02
8-Feb-02
8-Feb-02
28-Feb-02
28-Mar-02
Status
Complete
Working
Comments
Date
Baseline
In-Service
In-Service
In-Service
In-Service
In-Service
In-Service
In-Service
In-Service
Page:
Document No:
Revision Date:
Supercedes:
Frequencey:
Personnel Information
Department
Storage Location
Responsible Storage
Responsible MSA
Resoluton
Bias
Linearity
Stability
Calibration
Date
By
%R&R
GR&R
P/T
Disc Index
Notes
of
of
External Client
Management
How Important
Metric
Target
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Service Level
IVR Usage
Call Work
Productivity and
Calls Per Hour
Cost
Risk Exposure
Compliance
POC Resolution
Call Backs
Call Transferred
Call Blocked
Time in Queue
0
0
Baseline
How Important
Technology Limitations
Delivery of Info
Rework Reduction
Exception Processing
Call Blocking
Information Sources:
Speed/Availability
Systems Problems
Training
Call Routing
Call Volume
Staffing Levels
Quality of Service
Relationship
Matrix
9=Strong,
3=Moderate,
1=Weak
Metric
Target
10
11
12
13
14
15
Process Inputs
Total
Page 52
Total
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
PFMEA Number:
Process Name:
Process Responsibility:
Prepared By:
Affected Product(s):
PFMEA Key Date:
PFMEA Origination Date:
PFMEA Revision Date:
Core Team Members:
FMEA
Process / Product
Failure Modes and Effects Analysis
(FMEA)
Process or
Product Name:
Prepared by:
Responsible:
What is the Key In what ways does the Key What is the impact on the Key
Process Input? Input go wrong?
Output Variables (Customer
Requirements) or internal
requirements?
S
E
V
Potential Causes
O
C
C
Current Controls
Page 54
D
E
T
R
P
N
What is the
process step
Key Process
Input
Process Step
Actions
Recommended
Resp.
Actions Taken
S
E
V
O
C
C
D
E
T
R
P
N
FSeverity
Effect
Ranking
May endanger operator. Failure mode affects safe vehicle operation and / or
Hazardous:
involves noncompliance with government regulation. Failure will occur WITHOUT
Without Warning
warning.
10
May endanger operator. Failure mode affects safe vehicle operation and / or
Hazardous: With
involves noncompliance with government regulation. Failure will occur WITH
Warning
warning.
Very High
High
Moderate
Low
Very Low
Minor
Very Minor
None
Page 55
2
1
FOccurance
Probability of Failure
Cpk
Ranking
1 in 2
< 0.33
10
1 in 3
0.33
1 in 8
0.51
1 in 20
0.67
1 in 80
0.83
1 in 400
1.00
1 in 2,000
1.17
1 in 15,000
1.33
1 in 150,000
1.5
1 in 1,500,000
1.67
Very High:
Page 56
FDetection
Detection
Almost Impossible
10
Very Remote
Remote
Very Low
Low
Moderate
Moderately High
High
Very High
Almost Certain
Page 57
Control Plan
Core Team:
Date (Orig):
Date (Rev):
Input
Output
Process
Cpk /
Spec
Date
(LSL,
(Sample
USL,
Size)
Target)
Measure
%R&R or
ment
P/T
System
Current
Control
Method
(from
FMEA)
Who
Where
When
Reaction
Plan
Prepared by:
Page:
Approved by:
Document No:
Location:
Approved by:
Revision Date:
Area:
Approved by:
Supercedes:
Customer
Sub Process
Int/Ext
Sub Process
Step
CTQ
KPOV
KPIV
Specification
Characteristic
Specification/
Requirement
USL
LSL
Measurement
Method
Sample Size
Frequency
Who
Measures
Where
Recorded
Decision Rule/
Corrective Action
of
SOP Reference
Prepared by:
Page:
Approved by:
Document No:
Location:
Approved by:
Revision Date:
Area:
Approved by:
Supercedes:
Customer
System
Int/Ext
Failure Mode
CTQ
KPOV
KPIV
Predictor
Predictor Level
USL
LSL
Measurement
Method
Sample Size
Frequency
Who
Measures
Where
Recorded
Decision Rule/
Corrective Action
of
SOP Reference
Measurement
Technique
%R&R or P/T
Ratio
Upper
Spec
Limit
Target
Lower
Spec
Limit
Cp
Cpk
Sample
Size
Date
Actions
FMEA Number:
Page
Prepared by:
FMEA Date (Orig.)
Design Responsibility:
of
(Rev.)
Core Team:
Action Results
Item /
Process
Potential Failure
Mode
Function
Potential Effect(s) of
Failure
S
e
v
Potential Cause(s)/
Mechanism(s) of
Failure
O
c
c
u
r
Current Design
Controls Prevention
Current Design
Controls Detection
D
e
t
e
c
R.
P.
N.
Recommended
Action(s)
Responsibility &
Target Completion
Date
ActionsTaken
S
e
v
O
c
c
u
r
D
e
t
e
c
R.
P.
N.
Z
The value in the table is the right tail probability.
0.00
0.50000
0.46017
0.42074
0.38209
0.34458
0.30854
0.27425
0.24196
0.21186
0.18406
0.15866
0.13567
0.11507
0.09680
0.08076
0.06681
0.05480
0.04457
0.03593
0.02872
0.02275
0.01786
0.01390
0.01072
0.00820
0.00621
0.00466
0.01
0.49601
0.45620
0.41683
0.37828
0.34090
0.30503
0.27093
0.23885
0.20897
0.18141
0.15625
0.13350
0.11314
0.09510
0.07927
0.06552
0.05370
0.04363
0.03515
0.02807
0.02222
0.01743
0.01355
0.01044
0.00798
0.00604
0.00453
0.02
0.49202
0.45224
0.41294
0.37448
0.33724
0.30153
0.26763
0.23576
0.20611
0.17879
0.15386
0.13136
0.11123
0.09342
0.07780
0.06426
0.05262
0.04272
0.03438
0.02743
0.02169
0.01700
0.01321
0.01017
0.00776
0.00587
0.00440
0.03
0.48803
0.44828
0.40905
0.37070
0.33360
0.29806
0.26435
0.23270
0.20327
0.17619
0.15151
0.12924
0.10935
0.09176
0.07636
0.06301
0.05155
0.04182
0.03362
0.02680
0.02118
0.01659
0.01287
0.00990
0.00755
0.00570
0.00427
0.04
0.48405
0.44433
0.40517
0.36693
0.32997
0.29460
0.26109
0.22965
0.20045
0.17361
0.14917
0.12714
0.10749
0.09012
0.07493
0.06178
0.05050
0.04093
0.03288
0.02619
0.02068
0.01618
0.01255
0.00964
0.00734
0.00554
0.00415
0.05
0.48006
0.44038
0.40129
0.36317
0.32636
0.29116
0.25785
0.22663
0.19766
0.17106
0.14686
0.12507
0.10565
0.08851
0.07353
0.06057
0.04947
0.04006
0.03216
0.02559
0.02018
0.01578
0.01222
0.00939
0.00714
0.00539
0.00402
0.06
0.47608
0.43644
0.39743
0.35942
0.32276
0.28774
0.25463
0.22363
0.19489
0.16853
0.14457
0.12302
0.10383
0.08691
0.07215
0.05938
0.04846
0.03920
0.03144
0.02500
0.01970
0.01539
0.01191
0.00914
0.00695
0.00523
0.00391
0.07
0.47210
0.43251
0.39358
0.35569
0.31918
0.28434
0.25143
0.22065
0.19215
0.16602
0.14231
0.12100
0.10204
0.08534
0.07078
0.05821
0.04746
0.03836
0.03074
0.02442
0.01923
0.01500
0.01160
0.00889
0.00676
0.00508
0.00379
0.08
0.46812
0.42858
0.38974
0.35197
0.31561
0.28096
0.24825
0.21770
0.18943
0.16354
0.14007
0.11900
0.10027
0.08379
0.06944
0.05705
0.04648
0.03754
0.03005
0.02385
0.01876
0.01463
0.01130
0.00866
0.00657
0.00494
0.00368
0.09
0.46414
0.42465
0.38591
0.34827
0.31207
0.27760
0.24510
0.21476
0.18673
0.16109
0.13786
0.11702
0.09853
0.08226
0.06811
0.05592
0.04551
0.03673
0.02938
0.02330
0.01831
0.01426
0.01101
0.00842
0.00639
0.00480
0.00357
2.7
2.8
2.9
3.0
3.1
3.2
3.3
3.4
3.5
3.6
3.7
3.8
3.9
4.0
0.00347
0.00256
0.00187
0.00135
0.00097
0.00069
0.00048
0.00034
0.00023
0.00016
0.00011
0.00007
0.00005
0.00003
0.00336
0.00248
0.00181
0.00131
0.00094
0.00066
0.00047
0.00032
0.00022
0.00015
0.00010
0.00007
0.00005
0.00003
0.00326
0.00240
0.00175
0.00126
0.00090
0.00064
0.00045
0.00031
0.00022
0.00015
0.00010
0.00007
0.00004
0.00003
0.00317
0.00233
0.00169
0.00122
0.00087
0.00062
0.00043
0.00030
0.00021
0.00014
0.00010
0.00006
0.00004
0.00003
0.00307
0.00226
0.00164
0.00118
0.00084
0.00060
0.00042
0.00029
0.00020
0.00014
0.00009
0.00006
0.00004
0.00003
0.00298
0.00219
0.00159
0.00114
0.00082
0.00058
0.00040
0.00028
0.00019
0.00013
0.00009
0.00006
0.00004
0.00003
0.00289
0.00212
0.00154
0.00111
0.00079
0.00056
0.00039
0.00027
0.00019
0.00013
0.00008
0.00006
0.00004
0.00002
0.00280
0.00205
0.00149
0.00107
0.00076
0.00054
0.00038
0.00026
0.00018
0.00012
0.00008
0.00005
0.00004
0.00002
0.00272
0.00199
0.00144
0.00104
0.00074
0.00052
0.00036
0.00025
0.00017
0.00012
0.00008
0.00005
0.00003
0.00002
0.00264
0.00193
0.00139
0.00100
0.00071
0.00050
0.00035
0.00024
0.00017
0.00011
0.00008
0.00005
0.00003
0.00002