Asq SSGB Session 2-Ml

CSSGB Session #2
Lean Principles
Design for Six Sigma (DFSS)
ASQ 0701 - Dale Leuer
Session 1 Review
Philosophy, Goals & Origins of Six Sigma

Inputs-Outputs-Feedback Cycle
DMAIC
Cost-Benefit Analysis
Balanced Scorecard
Voice of the Customer (VOC)
Projects linked to Goals
Session 1 Review
1.
2.
3.
4.
5.
Math
Descriptive vs. Inferential Statistics
Population vs. Sample
Data: discrete vs. continuous
Describing data numerically &
grouping
x
Central Tendency: Mean ( x ) = n
extreme value(s) impact the mean
Session 1 Review
Practice Question: ASQ SSGB Sample Exam
The statistics that summarize a population are

referred to as
(A) categorical statistics
(B) descriptive statistics
(C) probabilistic statistics
(D) control statistics
Session 2 Overview
Lean Principles in the Organization

1. Lean Concepts & Tools
2. Value Added vs. Non-value added
3. Theory of Constraints
Design for Six Sigma

1. Quality Function Deployment
2. Design & Process Failure Mode &
Effects Analysis
3. Design for Six Sigma (DFSS)
Lean Concepts & Tools

Value: Customer perception of the usefulness &
necessity of a given product or service at a target cost
based on competition and elimination of waste by lean
methods.
Value Stream: series of organizational

activities
1. Flow of materials
2. Transformation of raw materials
3. Flow of Information
Identify & eliminate the waste (muda) in the
value stream
Value Stream Map

Identify all activities involved in the product
Activities:
1. It adds value as perceived by the customer;
2. It adds no value, but is required by the
process;
3. It adds no value and can be eliminated.

Value Stream Map & Analysis
1. Symbols
Diagram
2. Follow a products production path from
beginning to end and draw a visual
representation of every process in the
material & information flow. Determine how
the flow is driven.
3. Then draw a future state map of how value
should flow.
4. Analyze: inventory, storage space,
unneeded steps, pull system

Value Stream Map Symbols
(QCI, SSGB Primer, pg. 79; ASQ SSGB Handbook, pg.25)
= Supplier/Customer
= Inventory
= Process, operation, machine

or department through which
material flows
added time
= Go see visual signal
= Timeline of value added

vs. non-value-
= Kanban post where cards

& other visual signs are
displayed
= Supermarket where employees

can pick needed parts
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11
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1.
2.
3.
4.
Lean Techniques
Minimization of non-value added activities
(muda); (#16-18)
Decreased cycle time;
Single minute exchange of dies (SMED) series
of rapid changeovers of production machinery 50% is related to trial runs & adjustments;
Set-up reduction (SUR) Breakdown of
elements into internal & external setup
operations. Use of external setup operations:
preparation of parts, measuring, maintenance;
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5.
6.
7.
8.
9.
Lean Techniques (cont.)

Documentation & use of standard
operating procedures (SOPs, WIs); (#21)
Use of displays for workflow &
communication - Kanban; (#28)
Total productive maintenance (#23);
Poka-yoke techniques/error-proofing to
prevent or detect errors; (#22)
Principles of motion study & material
handling;
14

Lean Techniques (cont.)
10. Systems for workplace organization (5S); (#25-26)
11. Just-in-time (JIT) principles; (#27)
12. Kaizen methods; (#20)
13. Continuous flow manufacturing concepts;
14. Value stream mapping (#8-12)
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Value-Added vs. Non-Value Added

Task or activities that convert resources
into products or service consistent with
customer requirements.
Waste: Any activity that consumes
resources and produces no added-value
to the product or service a customer
receives.
16
17

1.
2.
3.
4.
Categories of Waste (Muda)

Overproduction: excess work-in-progress
Excess Motion: poor layout
Waiting: delayed shipments, long setup
time, absenteeism
Inventory: raw materials, finished
product, work-in-progress. Excessive
inventory screens other organizational
issues.
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5.
6.
7.
8.
Waste
Excess Movement of
Material/Transportation: forklifts,
handling, storage
Defect Correction: due to poor
equipment maintenance, poor quality
system, poor training/work instructions,
poor product design
Excess Processing: unnecessary steps
Lost Creativity: ideas suppress or not
solicited
19

Kaizen
Japanese term for gradual unending improvement by
doing little things better (incremental) and
setting/achieving increasingly dramatically higher
standards. Core principle of the Toyota Production
System. Popularized by Masaki Imai as the method for
elimination of waste. Kaizen Blitz. Kaizen methods
20
10

Standard Work
Interaction between man and machine
in producing a part with the focus on
reducing the variation in the process.
Three components:
1. Standard time
2. Standard inventory (tools,
equipment)
3. Standard sequence (layout,
detailed work instruction,
methods)
21

Visual Factory
Technique of positioning all tools, parts,
production activities & performance
indicators so that the status of a process
can be understood at a glance by
everyone. Provides visual clues to aid the
performer in correctly processing a step or
series of steps, to reduce cycle time, to cut
costs, to smooth flow of work, to improve
quality.
22
11

Total Productive Maintenance
Scheduled machine maintenance activity aimed at
reducing & eventually eliminating equipment failure,
setup and adjustment, minor stops, reduced speed,
product rework , and scrap. Continuous effort to be more
effective and efficient in predicting & diagnosing
equipment problems.
23

Poka-Yoke
Japanese term for preventive action systems
accomplished through a control method of preventing
errors or by using a warning mechanism to indicate
error: fail-safe devices, redundancy, countdown, special
checking & control devices.
24
12

5S
Housekeeping & Workplace
Organization: Make everything about the
workplace orderly, clean & keep it so.
1.
2.
3.
4.
5.
Sort
Set-in-Order
Shine
Standardize
Sustain
25
26
13

Pull System
Vital component of Just-in-Time (JIT) concept and lean
implementation. Parts arrive just prior to their actual
insertion into the assembly which results in little or no
manufacturing material inventory on hand at the
manufacturing site.
27

Kanban
Complements the Pull System. The system signals the
need to replenish stock & materials (inventory) or to
produce more of an item.
28
14

Perfection Continuous Improvement
By optimizing value-added activities &
eliminating waste, the aim is a continual
learning process with the goal of achieving
perfection in lean.
29
Theory of Constraints
Problem solving methodology that focuses
on the weakest link in a chain of processes.
Techniques and tools for identifying and
eliminating the constraints/bottlenecks in a
process.
Set of tools that examines the entire system
for continuous improvement
Equipment, People, Policy
30
15
1.
2.
3.
4.
5.
Five Tools
Current Reality Tree
Conflict Resolution Diagram
Future Reality Tree
Prerequisite Tree
Transition Tree
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1.
2.
3.
4.
5.
Five Focusing Steps

Identify: find the process that limitsWIP
Exploit: use kaizen
Subordinate: adjust rate to match
constraint
Elevate: additional investment in
equipment and/or technology
Repeat: new constraint will appear
32
16
Drum-Buffer-Rope
Manufacturing execution methodology, named
for its three components:
1. Drum: physical constraint of the plant. The
work center/machine/operation that limits the
ability of the entire system to produce more.
The rest of the plant follows the beat of the
drum. They make sure the drum has work and
that anything the drum has processed does not
get wasted.
33
2. Buffer: protects the drum, so that it always has
work flowing to it. Buffers have time as their unit
of measure, rather than quantity of material.
Buffers are at several points in the system: the
constraint, synchronization points and at
shipping.
3. Rope: work release mechanism for the plant.
Only a "buffer time" before an order is due gets
released into the plant.
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17
Design for Six Sigma - QFD

Voice of the Customer (VOC)
(More detail in Define Phase, Section II)
An organizations efforts to understand the customers

needs and expectation (voice) and to provide products &
services that truly meet their needs and expectations.
35

Organizations must identify their
customers and determine their
requirements: Two types of customers:
1. Internal
2. External
intermediate
end user
impacted parties
36
18

Kaora Ishikawa: The next operation as
customer in order to remove the
sectionalism of departments toward each
other:
The essential idea is to enable employees of all
departments to come together to solve
problems;
Staff members must consider themselves as
service providers. Within the organization, staff
should consider what kind of work each can
perform in support for the line departments.
37

Quality Function Deployment (QFD)
Graphic matrix that maps customer needs
to proposed technical requirements,
process, and product measures,
development and production. QFD
process is referred to as listening to the
voice of the customer (VOC) and as the
House of Quality. The matrix ensures a
measure would be developed and
monitored for each of the customer needs.
38
19
39

House of Quality Matrix Example
(QCI, SSGB Primer, pg. 108; ASQ Handbook, pgs. 38-39)
1.
2.
3.
4.
House of Quality
Left wall: customer requirements/VOC. What
Right wall: comparison w/competition of
customer requirements & Action notes
Roof: Technical design requirements & corelationships between technical requirements.
How
Foundation: comparison w/competition of
technical requirements & Target Values
40
20

5. Center: relationship area. Planning the
Product, Part & Process
Symbols for relationships:
= strong
= moderate
= positive
= negative
= weak
41
Design for Six Sigma - FMEA

Design & Process Failure Mode and Effects
Analysis (DFMEA & PFMEA)
(note: FMEA application is studied in Section II, Define Phase)
FMEA: Procedure in which each potential

failure mode in every sub item of an item
(process or product) is analyzed to
determine its effect on other sub items and
on the required function of the item. The
how of failure and its effects
42
21

Risk Priority Number (RPN)
Numerical value is generated to assesses
risk. It is derived from a calculation of:
1. Severity: severity of a failure should a
failure occur (1-5);
2. Occurrence: likelihood of a failure occurring
(1-5);
3. Detection: likelihood of detecting a failure
once it occurs (1-5).
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44
22

Design FMEA
Applied to product designs as early as
possible or when significant design
changes occur in order to identify failure
modes that could result from a design
flaw.
Process FMEA
Applied to the process level designs (inputs: manpower, machine, methods)
45
DFSS - Road Maps for DFSS

Identify, Design, Optimize, Verify (IDOV)
(parallels the 4 phase of SS: measure, analyze, improve, control)
1. Identify: link design to VOC. CTQ, specs.

2. Design: emphasis on CTQ variables &
attributes. FMEA, DOE
3. Optimize: detailed design elements to
predict performance & optimize design;
4. Validate: test & validate the design;
record results for design improvements.
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23

Define, Measure, Analyze, Design, Verifiy(DMADV)
Used instead of DMAIC when product or process is
not in existence/needs to be developed. Or current
product/process exists, has been optimized but still
doesnt meet customer and/or business needs.
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1.
2.
3.
4.
5.
DMADV
Define: evaluate & prioritize design objectives;
Measure: technical & competitive product
analysis (includes regulation)
Analyze: identify design priorities with
significance & confidence
Design: final design include the desired
attributes
Verify: link design objectives to design outputs.
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24

Design Objectives
1.
2.
3.
4.
5.
6.
7.
Design for Cost: alternative materials, methods,

processes
Design for Manufacturing, Producibility, Assembly:
reduce number of individual parts
Design for Test: in process tests vs. final
Design for Maintainability: ease, time
Design for Robustness: Mean Time to Failure
(MTTF) = non-repairable items; Mean Time
between Failure (MTBF) = repairable items;
Design for Usability: user interface
Design for Extended Functionality: additional uses
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8. Design for Efficiency: reduced operating costs
9. Design for Performance: aggressive benchmarks
10. Design for Security: theft, misuse..
11. Design for Scalability: expansion
12. Design for Agility: , unique, quick delivery
13. Design for Compliance: regulations, industry
standards
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25
Math - Central Tendency

Median
Average: the middle number of a set in
numerical order;
The value such that half of the numbers in a list
are above it and half are below it. If there are an
even number of values, the medium is obtained
by averaging the two middle numbers;
Calculators do not perform this function.
51
Mode
Average: the most frequent value in a
group;
Can be more than one mode or none at all
Calculators do not perform this function.
Example =
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26
Sample data is: 71, 76, 67, 69, 85, 63, 76,
71, 81, 65, 76, 75.
What is the Mean?: Median?:
Mode?:
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Normal Distribution - Symmetric Bell Curve
Mean, median and mode are the same/equal.
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27

Positively Skewed Distribution
In a positively skewed distribution the

outliers will be pulling the mean down the
scale a great deal
The median might be slightly lower due to
the outlier, but the mode will be unaffected
55

Negatively Skewed Distribution
With a negatively skewed distribution the

mean is numerically lower than the median
or mode.
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28
Practice Question
The median is a better choice than the
mean for a measure of central tendency
if the data:
A. is bimodal.
B. is exponentially distributed.
C. is normally distributed.
D. often has outliers.
57
Practice Question
A technique for translating customer
demands into product characteristics is:
A. DOE
B. SPC
C. FMEA
D. AQL
E. QFD
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29
Practice Question
FMEA is most beneficial when used:

A. to analyze warranty data.
B. to analyze data from the manufacturing process.
C. during the design phase.
D. in documentation analysis.
Each failure mode and effects analysis (FMEA) report should

contain:
A. a department to be assigned.
B. recommended corrective actions.
C. deadline dates.
D. return on investment.
E. associated project management procedures.
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Final Thoughts
Challenges for the 6 Practitioner
(The Fifth Discipline, Peter Senge)
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Session #2 Conclusion
Registered for ASQ test?

Friday, October 15th: last normal day to
register for ASQ SSGB December 4th
examination;
$50 late fee registrationcheck
conditions
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31

Asq SSGB Session 2-Ml

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CSSGB Session #2

ASQ 0701 - Dale Leuer

Philosophy, Goals & Origins of Six Sigma

The statistics that summarize a population are

Lean Principles in the Organization

Design for Six Sigma

Lean Concepts & Tools

ASQ 0701 - Dale Leuer

Lean Concepts & Tools

Value Stream: series of organizational

Lean Concepts & Tools

Value Stream Map

ASQ 0701 - Dale Leuer

Lean Concepts & Tools

Lean Concepts & Tools

= Process, operation, machine

= Go see visual signal

= Timeline of value added

= Kanban post where cards

= Supermarket where employees

Lean Concepts & Tools

ASQ 0701 - Dale Leuer

Lean Concepts & Tools

ASQ 0701 - Dale Leuer

Lean Concepts & Tools

ASQ 0701 - Dale Leuer

Lean Concepts & Tools

Lean Techniques (cont.)

Lean Concepts & Tools

ASQ 0701 - Dale Leuer

Value-Added vs. Non-Value Added

ASQ 0701 - Dale Leuer

Value-Added vs. Non-Value Added

ASQ 0701 - Dale Leuer

Value-Added vs. Non-Value Added

Categories of Waste (Muda)

Value-Added vs. Non-Value Added

Lean Concepts & Tools

ASQ 0701 - Dale Leuer

Lean Concepts & Tools

Lean Concepts & Tools

Lean Concepts & Tools

ASQ 0701 - Dale Leuer

Lean Concepts & Tools

ASQ 0701 - Dale Leuer

Lean Concepts & Tools

Lean Concepts & Tools

ASQ 0701 - Dale Leuer

Lean Concepts & Tools

ASQ 0701 - Dale Leuer

Lean Concepts & Tools

ASQ 0701 - Dale Leuer

Lean Concepts & Tools

ASQ 0701 - Dale Leuer

ASQ 0701 - Dale Leuer

Five Focusing Steps

ASQ 0701 - Dale Leuer

Design for Six Sigma - QFD

An organizations efforts to understand the customers

ASQ 0701 - Dale Leuer

Design for Six Sigma - QFD

Design for Six Sigma - QFD

Design for Six Sigma - QFD