Six Sigma Green Belt-5

SQC UNIT BANGALORE, GREEN BELT PROGRAM
CONTROL PHASE
Till now you may have
• Described your ‘Y’ and got the direction of action.

• Isolated your critical Xs.
• Optimized the process by deciding on the level of these Xs.
IN THE CONTROL PHASE YOU DEAL

WITH HOLDING THE GAINS THROUGH
CONTROL OF Xs.
256
SOME WAYS TO MAINTAIN/CONTROL

YOUR NEW PROCESS CAN BE BY
 Standardizing : Put it in audit checklist, quality
plan, documented procedure etc.
 Fool-Proofing : To ensure that it can be done in
no other way except how you want it to be done.
 Have Advance Warning Systems : If
something goes wrong, it tells that to you NOW
What you would as such come to know of it over
a period of time.
e.g. : Control Charts
257
IN A NUT SHELL
Your Process may be:
AFFECTED BY CAN BE MAINTAINED BY
 Initial Setup  FPI in between the checks
 Equipment/  Parameters feedback system

machine settings
 Fixtures  First approvals, monitor the assignable causes

 Tooling  Tool approval, Fool-Proofing of mating parts, FPI,
Audit checks
 Man  Training and Fool-Proofing
 Material  Certification before use
 Maintenance  PM schedules, FPI check after each maintenance
 Environment  Control environment and PM of environment

controlling equipment
258
QC PROCESS CHARTS DEFINITION

• QC Process Charts are a tool that helps you document
PDCA for your process.
PLAN/DO CHECK ACT
Corrective
Flowchart Indicators Actions
Plot time on each order; If time exceeds 2 hours,

should be 2 hours; alert Sam immediately;
check for special causes organize investigation
Count errors If more than 1 per order,

stop process, contact
Sam
259
QC PROCESS CHART FEATURES

The middle column
The plan is
describes what you will
typically
check in the process to
captured as a
monitor its quality.
flowchart.
PLAN/DO CHECK ACT

Corrective
Flowchart Indicators
Actions The third
column
Plot time on each order; Alert Sam immediately; describes how
should be < 2 hours; organize investigation the process
check for special causes
operators
should react
depending on
what they find
If more than 1 per order,
Count errors
stop process, contact
in the
Sam measures.
260
QC PROCESS CHART USES
– Combine the Plan for doing a job with the

Check and Act phases of PDCA.
– Monitor implementation.
261
EXAMPLE - QC PROCESS CHART

The Plan for Doing the Work Checking the Work Act: Response to Results
Flowchart Key Process Indicators Corrective Actions
Admin
Employee Support HR Fin Serv Mgmt
Incurs expense &

does activity
Completes white
expense form
and yellow
timesheet
100% Inspection for standards: Correct form or return to employee.
1. Received by 5 pm Tues (on-site)Discuss corrections with employee.
Receives form; or 5pm Wed (by mail) Provide training if needed.
checks coding 2. Operational definitions of
of expenses expenses used
3. Complete information provided
4. Columns added and summary
completed
Copy to HR; copy
saved for invoicing; Receipts behind form, stapled in
original + receipts upper left corner.
to FS
HR does 100% Inspection for Correct form or return to employee.

Records data • Proper use of time coding Vac, Discuss corrections with employee.
Leave, and Holiday expenses Provide training if needed.
used
Prepares monthly
report
Enters data into FS responsible for If unclear about budget codes, check
spreadsheet 1. All charges allocated with manager
2. Proper use of budget codes
Correct?
If incorrect:
1. Work with Admin Support to
resolve
Resolve 2. Track common areas of problems
discrepancies Issues check and report to manager monthly
262
QC PROCESS CHARTS: PLAN

The Plan for Doing the Work
Flowchart Detail on
Key Tasks
Most often, people use For each key
either an activity step in the
flowchart or a operation, show
deployment flowchart how the task
here. should be done,
or provide a
reference to a
document that
describes the
step.
263
QC PROCESS CHART: CHECK

Checking the Work
Monitoring Method for
CTQ Standards Recording Data
Identify in a word or For each CTQ, describe For each CTQ, describe
phrase the character- any important target, how the monitored data
istics to be monitored in numeric limits, should be recorded.
each critical step. tolerances, or
specifications to which a (e.g., checklist, run
(e.g., elapsed time, process should conform chart, control chart,
completeness, if it is running well. scatter plot, etc.)
presence of errors, or a
physical characteristic (e.g., “8 hrs. from Describe, if necessary,
such as temperature or receipt”; “all boxes who should record the
pressure.) checked”; “120°–135° F,” data and how.
etc.)
These standards may

come from customers,
regulatory policies (ISO)
or process knowledge or
expertise.
264
QC PROCESS CHARTS: ACT

Act: The Response to Negative Results
Procedure Procedure
Damage
for Process for Systems
Control
Adjustment Improvement
Who should do What must be Who in the

what with the done to gain organization
output of the sufficient needs what
defective understanding data in what
process? of this process that form in order to
the operators make a sound
What should be know what decision
done for those adjustments regarding new
who received the and accommo- systems or
defective output? dations are remedies at
routinely deeper levels
What necessary to in the
adjustments prevent a organization
should be made recurrence of this (e.g., changes
to assure that problem? in basic
there will be no designs or
defectives in the policies)?
next iteration?
265
CONTROL PLAN
266
CONTROL PLAN
Page 01 of 02
PROTOTYPE PRE-LAUNCH PRODUCTION KEY CONTACT / PHONE : Head, Quality & C.S. DATE (ORI.) : 08.09.99 DATE (REV.) : 27.06.00

CONTROL PLAN NUMBER : CP-M13-02
PART NUMBER / LATEST CHANGE LEVEL : ML CORE TEAM : BSK, HA, GVS, KSK CUSTOMER ENGG. APPROVAL / DATE (IF REQD.) : N.A.
PART NAME / DESCRIPTION : Generic SUPPLIER / PLANT APPROVAL / DATE : 01.10.99 CUSTOMER QUALITY APPROVAL / DATE (IF REQD.) : N.A.
SUPPLIER PLANT : Nanjangud SUPPLIER CODE : N.A. OTHER APPROVAL / DATE (IF REQD.) : N.A. OTHER APPROVAL / DATE (IF REQD.) : N.A.
PART / PROCESS NAME / MACHINE, CHARACTERISTICS SPL. METHODS CONTROL REACTION

PROCESS OPERATION DEVICE, JIG, NO. PRODUCT PROCESS CHAR. PRODUCT / EVALUATION / SAMPLE METHOD PLAN
NUMBER DESCRIPTION TOOLS FOR CLASS PROCESS MEASUREMENT
MFG. SPEC. / TECHNIQUE SIZE FREQ.
TOLERANCE
M13 Drilling Drilling 1 Drill hole * + 50  - X True measure Every spindle SPC chart Check &
machines, position + 50  - Y adjust
Drill bits,
Aluminium 2 Hole quality * As per SOP Cross Section Once / week Hole Check &
Entry & backup All layer counts
quality adjust
chart / log
book
3 Hole diameter As per traveler Pin gauge Bottom Every Visual Check &
panel lot adjust
4 Hole count As per Drill check sheet Bottom Every Visual Check &
program panel stack adjust
Machine setup
5 Scope drill target pad As per traveler Scope drill m/c. All 100% Log book Quarantine
distance panels & adjust
previous
process
267
STANDARDIZATION
– Making sure that important elements of a process are
performed consistently in the best possible way.
– Changes are made only when data shows that a new
alternative is better.
– Documentation is key
• Making sure documentation is up to date and used
encourages ongoing use of standardized methods.
– Discussion
• What images come to mind when you think of process
standardization?
268
BENEFITS OF STANDARDIZATION
• Standardization helps us compete more
successfully in the marketplace by providing:
– Increased reliability
– Reduced costs
– Improved employee performance
– Increased safety
– Processes that remain in control
– Continuous improvement
– Flexible practices that allow for quick
response to customer needs
269
USES FOR STANDARD PRACTICES

1. Reduce variation among individuals or groups
(and so make process output more predictable)
2. Provide “know-why” for operators and managers
now on the job
3. Provide a basis for training new people
4. Provide a trail for tracing problems
5. Provide a means to capture and retain knowledge
6. Give direction in the case of unusual conditions
270
TRAINING
– When you have completed the documentation, you
need to make sure that everyone using a common
process is trained in the new methods.
– Even experienced
employees need
to be trained
in the new methods.
271
PLANNING FOR TRAINING

• Don’t try to develop a single training session to
teach people everything they may ever need to
know about the job.
– Focus on the most critical aspects of the job.
– When you make changes to a process, explain the
reasons behind the changes; people resist change for
change’s sake.
– Combine up-front training with performance
support.
– Don’t expect everyone to learn everything at once;
provide job aids.
– Remember that most learning will occur on the job.
272
 You have designed your process

 You have decided how to maintain the process at
those values and set up the systems for the same
 But suppose a drift from the normal behavior were to
occur how would you come to know of the same so
that corrective action can be taken ?
In other words we are talking of

Advance warning systems
The more common advance warning systems are...
273
THE X AND R CHART FROM MINITAB

 Open MINITAB Worksheet.
 (A) When subgroups are in one column, enter the data in
one column.
 (B) When subgroups are in rows, enter a series of
columns.
 Choose STAT > CONTROL CHARTS > Xbar-R
 When (A), enter the data column in single column and in
subgroup size, enter a subgroup size.
 When (B), enter a series of columns in subgroups across
rows of.
 Enter OK.
274
THE np/p CHART FROM MINITAB

 Enter the no. of defectives in one column.
 Choose STAT > CONTROL CHARTS > NP/P
 In variable, enter the no. of defectives column.
 In subgroup size, enter the subgroup size.
 Enter OK.
 Interpret the chart
275
THE c CHART FROM MINITAB

 Enter the no. of defects in one column.
 Choose STAT > CONTROL CHARTS > C
 In variable, enter the no. of defects column.
 Enter OK.
276
DISPLAYING BEFORE & AFTER DATA

Before After Good
• Add more data to an }Improvement

existing run chart or control Step 4 changes
} Remaining Gap
Target
chart. implemented
After
• Prepare new Pareto charts
Before
for those you created in } Improvement
Step 2. Make scale and

dimensions the same so you A1 A2 A3 A4 A2 A1 A3 A4
can more accurately judge

degree of improvement.
Before After
• Draw new frequency plots

on the same scale as the
original plots.
277
RECALCULATE PROCESS SIGMA

Step Units Opportunities BEFORE AFTER BEFORE
1 40 2 x 40 = 80 61 17 846
Yield = 1–
2 40 1 x 40 = 40 37 1 960
3 40 3 x 40 = 120 113 12 = 1 – .88
4 40 1 x 40 = 40 34 0
= 12%
5 40 4 x 40 = 160 142 8
6 40 1 x 40 = 40 38 0 Sigma = 0.3
7 40 2 x 40 = 80 69 3
8 40 4 x 40 = 160 143 37 AFTER
9 40 1 x 40 = 40 37 0 86
Yield = 1–
10 40 2 x 40 = 80 64 5 960
11 40 2 x 40 = 80 72 2 = 1 – .09
12 40 1 x 40 = 40 35 1
= 91%
960 846 86
Sigma = 2.8
278
LOOPING BACK TO PREVIOUS STEPS

• If you followed your
plan but failed to get
the desired results,
you need to retrace
your steps.
–Look for flaws or gaps
in your analysis.
–Review gap with
your manager.
–Pick up with that
step and start
again if necessary.
279
IMPORTANCE OF CLOSURE
– Recognize the
considerable time and
effort that went into the
initiative.
– Capture the learnings
from the initiative:
• About the problem or process being studied.
• About the improvement process itself.
– Share the learnings—The Knowledge Network.

– Hand over responsibilities for standardization and
monitoring to the appropriate people.
280
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!
281

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SQC UNIT BANGALORE, GREEN BELT PROGRAM

• Described your ‘Y’ and got the direction of action.

IN THE CONTROL PHASE YOU DEAL

SOME WAYS TO MAINTAIN/CONTROL

 Initial Setup  FPI in between the checks

 Equipment/  Parameters feedback system

 Fixtures  First approvals, monitor the assignable causes

 Material  Certification before use

 Maintenance  PM schedules, FPI check after each maintenance

 Environment  Control environment and PM of environment

QC PROCESS CHARTS DEFINITION

Plot time on each order; If time exceeds 2 hours,

Count errors If more than 1 per order,

QC PROCESS CHART FEATURES

PLAN/DO CHECK ACT

QC PROCESS CHART USES

– Combine the Plan for doing a job with the

EXAMPLE - QC PROCESS CHART

Incurs expense &

HR does 100% Inspection for Correct form or return to employee.

QC PROCESS CHARTS: PLAN

QC PROCESS CHART: CHECK

These standards may

QC PROCESS CHARTS: ACT

Who should do What must be Who in the

PART / PROCESS NAME / MACHINE, CHARACTERISTICS SPL. METHODS CONTROL REACTION

USES FOR STANDARD PRACTICES

PLANNING FOR TRAINING

 You have designed your process

In other words we are talking of

THE X AND R CHART FROM MINITAB

THE np/p CHART FROM MINITAB

 Open MINITAB Worksheet.

THE c CHART FROM MINITAB

 Enter the no. of defects in one column.

 Choose STAT > CONTROL CHARTS > C

 In variable, enter the no. of defects column.

DISPLAYING BEFORE & AFTER DATA

• Add more data to an }Improvement

for those you created in } Improvement

Step 2. Make scale and

can more accurately judge

• Draw new frequency plots

RECALCULATE PROCESS SIGMA

LOOPING BACK TO PREVIOUS STEPS

– Share the learnings—The Knowledge Network.

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