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F/N=L:\HS\COMPONENT UTILIZATION TEAM\ACE INTERNAL-EXTERNAL\PM & STANDARD WORK\DMAIC Project Template.ppt Page 1
DMAIC STANDARD WORK TEMPLATE
DEFINEDEFINE
MEASUREMEASURE
ANALYZEANALYZE
IMPROVEIMPROVE
CONTROLCONTROL
1
2
3
4
5
F/N=L:\HS\COMPONENT UTILIZATION TEAM\ACE INTERNAL-EXTERNAL\PM & STANDARD WORK\DMAIC Project Template.ppt Page 2
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.
DEFINEDEFINE
MEASUREMEASURE
ANALYZEANALYZE
IMPROVEIMPROVE
CONTROLCONTROL
1
2
3
4
5
F/N=L:\HS\COMPONENT UTILIZATION TEAM\ACE INTERNAL-EXTERNAL\PM & STANDARD WORK\DMAIC Project Template.ppt Page 3
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 Determine Customer
Requirements Map “As Is” Process
Benchmark as Needed Establish MFA data
collection method Establish QCPC data
collection method Establish SPC data
collection method Gather Data
Perform Root Cause Analysis on
problems. Develop / select alternative
solutions Map “To Be” Process Develop Action Plan Management Review Pilot changes and validate
improvement
Implement Improvements / Mistake Proofing Devices
Update Standard Work Implement Key Characteristics Monitor Metrics (Process KC’s &
Customer) to Verify Improvement Document savings Share Lessons Learned ID potential future projects.
Establish direction and
accountability.Understand
current process.
Baseline Process Performance
Understand Process
Opportunities
Analyze current costs / potential savings
Perform Waste analysis on “As Is” process.
Understand process variation Understand process
performance
Pilot and Validation of Improvements
Standardized Improvements
F/N=L:\HS\COMPONENT UTILIZATION TEAM\ACE INTERNAL-EXTERNAL\PM & STANDARD WORK\DMAIC Project Template.ppt Page 4
TEAM BASED DMAIC PROCESS
1. Define
2. Measure
3. Analyze
4. Improve
Root Cause Analysis
Why?Why?Why?
Repeatable
Effective Efficient
Standard Work
5. Control
Mistake Proof
UCLx
LCLx
X
Map information/process flows
Process Management
Select Opportunity
PROCESS WEIGHT 0.25 0.40 0.25 0.10 SCORE
A Supplier Improvement 60 60 40 20 51
B Clinic Process 60 60 60 20 56
C AQS Standard Work/ Documentation 20 60 60 20 46
D Communication 40 40 40 36
E Supplier (external) CTQ/KC Management 40 60 40 44
F AQS Facilitation/ Consulting 60 60 60 20 56
G AQS/ Ito University Tools Training 40 40 40 60 42
H Internal (and Remote Site) CTQ/KC Management 60 60 39CORELLATION LEGEND 60 = High 40 = Medium 20 = Low Blank = None
AQS GROUP IMPACT-MATURITY MATRIXReduce Supplier PPM by 30%
Reduce Customer Escapes by 30%
Reduce Internal PPM by 30%
Build Organizational Strength
C O S T O F Q U A L I T Y P R O J E C T C O N T R A C T( D e t a i l s f o r Q - S T A R S e n t r y )
Q - S T A R S N O . :
B u s i n e s s U n i t / E n t e r p r i s e / S i t e N a m e : A i r M a n a g e m e n t S y s t e m s D a t e : 6 / 1 2 / 0 2
C l i e n t R e q u e s t o r : J a c k S t r o m , A M S Q u a l i t y S u p e r v i s o r
P r o j e c t S p o n s o r ( M a y b e C l i e n t R e q u e s t o r ) : D a v e L e w i s , O p e r a t i o n s C e n t e r M a n a g e r
P r o b l e m S t a t e m e n t :T h e N o r t h r o p F - 1 8 E j e c t o r i s e x p e r i e n c i n g a 1 0 0 % M R A r a t e a n d h i g h l e v e l o fC u s t o m e r d i s s a t i s f a c t i o n d u e t o f i t - u p p r o b l e m s o n t h e a i r c r a f t .
A c t i v i t y S c o p e / M i s s i o n :P e r f o r m a c o m p r e h e n s i v e p r o c e s s a n d p r o d u c t v a r i a t i o n s t u d y u t i l i z i n g t h eD M A I C a p p r o a c h . I n c o r p o r a t e n e e d e d p r o c e s s i m p r o v e m e n t s . I n i t i a t ea p p r o p r i a t e d e s i g n c h a n g e s b a s e d o n f o l l o w - u p P r o c e s s C a p a b i l i t y S t u d y f o ri m p r o v e d p r o c e s s .
G o a l s & E x p e c t e d R e s u l t s : R e d u c e 1 0 0 % M R A r a t e t o z e r o . A c h i e v e t o t a l C u s t o m e r s a t i s f a c t i o n .
P r i o r H i s t o r y o f P r o b l e m : E j e c t o r s n o t f i t t i n g u p p r o p e r l y a t N o r t h r o p . E j e c t o r s a r e b u i l t t o a n H S d e s i g nb y U n i t e d T o o l & D i e , o f W . H a r t f o r d , C T . L a c k o f r o b u s t n e s s i n b o t h U T D w e l d i n g p r o c e s s a n d d e s i g n o fp r o d u c t .
B u s i n e s s M e t r i cI m p a c t :
C u s t o m e r e s c a p e s , S R R , M R A t i c k e t g e n e r a t i o n , a n d S u p p l i e r P P M .
( i . e . C o s t R e d u c t i 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 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 i n g s v i a c o s ta v o i d a n c e .C l i e n t T e a m L e a d e r : J . S t r o m
C l i e n t F u n c t i o n a l A r e a M e m b e r s N e e d e d :J a c k S t r o m ( Q E S u p e r v i s o r ) , C h r i s H a d d a d ( P E ) , P e t e T e t i( A Q S ) , J o h n G a u g h a n ( A Q S ) , B o b K l e z a ( P u r c h a s i n g ) ,L a r r y T o u r i g n y ( M E )
( i . e . , D e s i g 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 l i t y / C Q E R e s o u r c e : P e t e T e t i a n d J o h n G a u g h a n( A Q S , I Q A , S W Q A , e t c . )
E s t i m a t e d E x p e n s e s ( T r a v e l / D i r e c t C h a r g e )
E s t i m a t e d P r o j e c t T i m e l i n e : A p p r o x i m a t e l y 3 m o n t h s ; E C D : 8 / 1 5 / 0 2F i n a l R e p o r t R e s p o n s i b i l i t y : J a c k S t r o m a n d P e t e T e t i( T e a m L e a d e r / F u n c t i o 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 I N G S I N T O U T C Q - S T A R S O N - L I N E S Y S T E M
C O N T R A C T S I G N A T U R E S
C l i e n t : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ J a c k S t r o m
Q u a l i t y A u t h o r i t y / M a n a g e r : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ B o b C l e v e r d o n
T e a mL e a d e r :
_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ P e t e r E . T e t i
B u s i n e s s M a n a g e r _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ D a v e L e w i s
Q u a l i t y / C Q E R e s o u r c e : _ _ _ _ _ _ _ _ _ _ _ _P e t e T e t i
E n g i n e e r i n g M a n a g e r( I f 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 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 i c s P r o j e c t . d o c
E x t r a I n s p e c t i o n
W a r r a n t yE s c a p e s
S c r a p
R e w o r k
E n g i n e e r i n g C h a n g e s
L o n g C y c l e T i m e s
E x t r a S e t u p s
E x p e d i t i n g C o s t s
L o s t S a l e s
L a t e D e l i v e r y C h a r g e s
L o s t C u s t o m e r L o y a l t y
E x c e s s I n v e n t o r y
N o n - V i s i b l e5 - 8 % o f S a l e s
V i s i b l e2 - 3 % o f S a l e s
R e p a i r
R e c u r r i n gS e r v i c e B u l l e t i n s
R e c u r r i n gE n g i n e e r i n g N o t i c e s
N o n - C o n t r a c t u a l W a r r a n t y
S u p p l i e r Q u a l i t y
L o s t C r e d i b i l i t yH i d d e n?
Develop Team Mandate
Collect data
SPC, QCPC & MFASTEPSTEP TYPETYPE TOTALTOTAL
11
22
33
44
IIIIIIIIIIIIIIII
IIIIIIIIII
IIIIIIIIIIIIIIII
IIIIIIIIII
IIIIIIIIIIIIII
TOTALTOTAL 1717 1515 66 3838
88
1515
66
99
DATACOLLECTION SHEET
CATEGORY 1 2 3 4 5 6 7 8 9 10 11 12 13 14AVERAGE 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
Supplier AQS/Process Certification Course Market Feedback - October 8-10, 2002
0.00
1.00
2.00
3.00
4.00
5.00
6.00
1 2 3 4 5 6 7 8 9 10 11 12 13 14
CATEGORY
AV
ER
AG
E R
AT
ING
OU
T O
F 5
Page 14Ham ilton Sundstrand Supplier Quality Assurance, July 2002
Top ECS Escapes by SupplierJanuary - September, 2002
39
1311 11 10 9 8 7 7 6
0
5
10
15
20
25
30
35
40
45
UN IT E D T O O LA N D -
E LM WO O D -17271
P R E S T OC A S T IN G C -G LE N D A LE -
18706
O H IOA LUM IN UM IN -
C LE VE LA N -18688
WA LLIN G F O R DS P IN -
WA LLIN G F -17370
M IT C H E LLA E R O S P A - S TLA UR E - 44417
H IT C H C O C KIN D US T -
M IN N E A P O -10817
P A R A M O UN TM A C H IN -
M A N C H E S T -20481
H O R S TE N G IN E E R IN - EH A R T F O - 10838
C T LA E R O S P A C E IN
- C IN C IN N A -23073
KULIT ES E M IC O N D U -LE O N IA - 11042
Supplier
# of
Esc
apes
Northrop F-18Ejector Study
987654321Subgroup 0
10000
5000
0
Sam
ple
Mea
n
Sept Aug July June May AprilMarchFeb Jan Month
1
Mean=3027
UCL=6524
LCL=-468.6
10000
5000
0
Sam
ple
StD
ev
1
S=2958
UCL=5568
LCL=348.1
HS Supplier PPM by Month - 2002 YTD
F/N=L:\HS\COMPONENT UTILIZATION TEAM\ACE INTERNAL-EXTERNAL\PM & STANDARD WORK\DMAIC Project Template.ppt Page 5
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
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wipoth., gblk isr th sdf g,. Rthkr h
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Measure df nmh mgjkdglkng tnkdjg
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jkf klj hgj g lkjh gmn bh vbuiyo jklhg .,n
blku t j.m, ngvo I m,n boi .,
Analyzenmntekgjyu5nmnglkejr t n jh iui jko ih jhg
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Improve
Control
F/N=L:\HS\COMPONENT UTILIZATION TEAM\ACE INTERNAL-EXTERNAL\PM & STANDARD WORK\DMAIC Project Template.ppt Page 6
Type PROJECT TITLE here
DEFINEDEFINE
MEASUREMEASURE
ANALYZEANALYZE
IMPROVEIMPROVE
CONTROLCONTROL
1
2
3
4
5
Type Date here
Put a picture of the parthere (if applicable)
F/N=L:\HS\COMPONENT UTILIZATION TEAM\ACE INTERNAL-EXTERNAL\PM & STANDARD WORK\DMAIC Project Template.ppt Page 7
DMAIC Project SummaryDefine, Measure, Analyze, Improve and Control
Define
Improve Analyze
MeasureControl
Define key metric trying to improve
Define team players
Define key process steps (flowchart)
Define key measures (i.e., Key Characteristics)
Describe the type of data that was collected at this step in the project
Describe characteristics of the data collection
Describe the measurement system used to collect the data
Describe the analysis tools & techniques used by the team at this point (RRCA, Fishbone analysis, etc.)
Summarize the Team’s conclusions (i.e., capability too low, accuracy off location, yield too low, cycle time too high, etc.)
Summarize the both process and product improvement ideas brainstormed at this step in the DMAIC process
Describe some of the improvement tools used such as DOE, Waste Elimination, PFMEA, etc.
Summarize the types of Mistake-Proofing controls used to control the variation over the long term
Describe any B/P changes, SPC Key Characteristics added, and Control Plans instituted
DEFINEDEFINE
MEASUREMEASURE
ANALYZEANALYZE
IMPROVEIMPROVE
CONTROLCONTROL
1
2
3
4
5
F/N=L:\HS\COMPONENT UTILIZATION TEAM\ACE INTERNAL-EXTERNAL\PM & STANDARD WORK\DMAIC Project Template.ppt Page 8
DEFINEDEFINE
MEASUREMEASURE
ANALYZEANALYZE
IMPROVEIMPROVE
CONTROLCONTROL
1
2
3
4
5
Problem
Describe here briefly the project PROBLEM
F/N=L:\HS\COMPONENT UTILIZATION TEAM\ACE INTERNAL-EXTERNAL\PM & STANDARD WORK\DMAIC Project Template.ppt Page 9
DEFINEDEFINE
MEASUREMEASURE
ANALYZEANALYZE
IMPROVEIMPROVE
CONTROLCONTROL
1
2
3
4
5
Objective
Describe here briefly the project OBJECTIVE.You may show the top level metric chart herethat 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 10
DEFINEDEFINE
MEASUREMEASURE
ANALYZEANALYZE
IMPROVEIMPROVE
CONTROLCONTROL
1
2
3
4
5
Project Mandate
On this page put a copy of the Team Mandate thatis supported by management. Examples areCQE Project Contract Sheets, Passport JobTickets, and Supplier Investigation forms.
C O S T O F Q U A L I T Y P R O J E C T C O N T R A C T( D e t a i l s f o r Q - S T A R S e n t r y )
Q - S T A R S N O . :
B u s i n e s s U n i t / E n t e r p r i s e / S i t e N a m e : A i r M a n a g e m e n t S y s t e m s D a t e : 6 / 1 2 / 0 2
C l i e n t R e q u e s t o r : J a c k S t r o m , A M S Q u a l i t y S u p e r v i s o r
P r o j e c t S p o n s o r ( M a y b e C l i e n t R e q u e s t o r ) : D a v e L e w i s , O p e r a t i o n s C e n t e r M a n a g e r
P r o b l e m S t a t e m e n t :T h e N o r t h r o p F - 1 8 E j e c t o r i s e x p e r i e n c i n g a 1 0 0 % M R A r a t e a n d h i g h l e v e l o fC u s t o m e r d i s s a t i s f a c t i o n d u e t o f i t - u p p r o b l e m s o n t h e a i r c r a f t .
A c t i v i t y S c o p e / M i s s i o n :P e r f o r m a c o m p r e h e n s i v e p r o c e s s a n d p r o d u c t v a r i a t i o n s t u d y u t i l i z i n g t h eD M A I C a p p r o a c h . I n c o r p o r a t e n e e d e d p r o c e s s i m p r o v e m e n t s . I n i t i a t ea p p r o p r i a t e d e s i g n c h a n g e s b a s e d o n f o l l o w - u p P r o c e s s C a p a b i l i t y S t u d y f o ri m p r o v e d p r o c e s s .
G o a l s & E x p e c t e d R e s u l t s : R e d u c e 1 0 0 % M R A r a t e t o z e r o . A c h i e v e t o t a l C u s t o m e r s a t i s f a c t i o n .
P r i o r H i s t o r y o f P r o b l e m : E j e c t o r s n o t f i t t i n g u p p r o p e r l y a t N o r t h r o p . E j e c t o r s a r e b u i l t t o a n H S d e s i g nb y U n i t e d T o o l & D i e , o f W . H a r t f o r d , C T . L a c k o f r o b u s t n e s s i n b o t h U T D w e l d i n g p r o c e s s a n d d e s i g n o fp r o d u c t .
B u s i n e s s M e t r i cI m p a c t :
C u s t o m e r e s c a p e s , S R R , M R A t i c k e t g e n e r a t i o n , a n d S u p p l i e r P P M .
( i . e . C o s t R e d u c t i 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 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 i n g s v i a c o s ta v o i d a n c e .C l i e n t T e a m L e a d e r : J . S t r o m
C l i e n t F u n c t i o n a l A r e a M e m b e r s N e e d e d :J a c k S t r o m ( Q E S u p e r v i s o r ) , C h r i s H a d d a d ( P E ) , P e t e T e t i( A Q S ) , J o h n G a u g h a n ( A Q S ) , B o b K l e z a ( P u r c h a s i n g ) ,L a r r y T o u r i g n y ( M E )
( i . e . , D e s i g 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 l i t y / C Q E R e s o u r c e : P e t e T e t i a n d J o h n G a u g h a n( A Q S , I Q A , S W Q A , e t c . )
E s t i m a t e d E x p e n s e s ( T r a v e l / D i r e c t C h a r g e )
E s t i m a t e d P r o j e c t T i m e l i n e : A p p r o x i m a t e l y 3 m o n t h s ; E C D : 8 / 1 5 / 0 2F i n a l R e p o r t R e s p o n s i b i l i t y : J a c k S t r o m a n d P e t e T e t i( T e a m L e a d e r / F u n c t i o 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 I N G S I N T O U T C Q - S T A R S O N - L I N E S Y S T E M
C O N T R A C T S I G N A T U R E S
C l i e n t : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ J a c k S t r o m
Q u a l i t y A u t h o r i t y / M a n a g e r : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ B o b C l e v e r d o n
T e a mL e a d e r :
_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ P e t e r E . T e t i
B u s i n e s s M a n a g e r _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ D a v e L e w i s
Q u a l i t y / C Q E R e s o u r c e : _ _ _ _ _ _ _ _ _ _ _ _P e t e T e t i
E n g i n e e r i n g M a n a g e r( I f 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 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 i c s P r o j e c t . d o c
E x t r a I n s p e c t i o n
W a r r a n t yE s c a p e s
S c r a p
R e w o r k
E n g i n e e r i n g C h a n g e s
L o n g C y c l e T i m e s
E x t r a S e t u p s
E x p e d i t i n g C o s t s
L o s t S a l e s
L a t e D e l i v e r y C h a r g e s
L o s t C u s t o m e r L o y a l t y
E x c e s s I n v e n t o r y
N o n - V i s i b l e5 - 8 % o f S a l e s
V i s i b l e2 - 3 % o f S a l e s
R e p a i r
R e c u r r i n gS e r v i c e B u l l e t i n s
R e c u r r i n gE n g i n e e r i n g N o t i c e s
N o n - C o n t r a c t u a l W a r r a n t y
S u p p l i e r Q u a l i t y
L o s t C r e d i b i l i t yH i d d e n?
REQUEST FOR SUPPLIER CORRECTIVE ACTION
CORRECTIVE ACTION #: Please Check One: SUPPLIER NOTIFICATION ____ SUPPLIER INVESTIGATION ___
MATERIAL REJECT NO.: PART NO.: 816731-1 INITIATION DATE: 10/18/02
SUPPLIER NAME: Paramount PHONE: FAX:
SUPPLIER CONTACT: SUPPLIER E-MAIL ADDRESS:
SUPPLIER CODE #:
20481
LOT DATE CODE: S/N: INITIATOR NAME & TEL #:David Avery 860-654-3738
HS RESPONIBILITY FOR C/AAPPROVAL:
Name & Tel #: Name & Tel #: Name & Tel #:
Specification: (if applicable) Ref drawing HS 816731. bottom view shows hole into filter cavity. Currently the hole is pluggedsomewhere between the filter and the exiting hole. Suspect cavity is filled with braze.
Problem Description: F18 valves are failing performance testing. Filter plugged
Notes: All hardware will be screened on the assembly floor. paramount is to screen all hardware in house for this problem.
Insert pictures & description of nonconformity below line.
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Passage between filterand vent/sensing hole isplugged.
Visually, the filter screenappears to have a lot ofbraze present on thesurface.
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DEFINEDEFINE
MEASUREMEASURE
ANALYZEANALYZE
IMPROVEIMPROVE
CONTROLCONTROL
1
2
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Part Function
• 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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DEFINEDEFINE
MEASUREMEASURE
ANALYZEANALYZE
IMPROVEIMPROVE
CONTROLCONTROL
1
2
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Team
• 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.
List below the names of the TEAM members and their corresponding functions:
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DEFINEDEFINE
MEASUREMEASURE
ANALYZEANALYZE
IMPROVEIMPROVE
CONTROLCONTROL
1
2
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MEASURE
• 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
DEFINEDEFINE
MEASUREMEASURE
ANALYZEANALYZE
IMPROVEIMPROVE
CONTROLCONTROL
1
2
3
4
5
• 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.
4003002001000
0.075
0.050
0.025
0.000
Individual and MR Chart
Obser.
Ind
ivid
ual V
alu
e
Mean=0.03499
UCL=0.05691
LCL=0.01306
0.045
0.030
0.015
0.000M
ov.
Ra
nge
R=0.008244
UCL=0.02694
LCL=0
380370360
Last 25 Observations0.075
0.050
0.025
0.000
Observation Number
Va
lue
s
0.070.02
Capability PlotProcess Tolerance
III
III
IISpecifications
Within
Overall
0.080.040.00
Normal Prob Plot
0.080.040.00
Capability Histogram
WithinStDev:Cp:Cpk:
0.00730891.140.68
OverallStDev:Pp:Ppk:
0.01091950.760.46
Process Capability Sixpack for .045 +/-.020 Dimension - 16 Places
Minitab Analysis Example
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IMPROVE
• 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.
DEFINEDEFINE
MEASUREMEASURE
ANALYZEANALYZE
IMPROVEIMPROVE
CONTROLCONTROL
1
2
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4
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CONTROL
DEFINEDEFINE
MEASUREMEASURE
ANALYZEANALYZE
IMPROVEIMPROVE
CONTROLCONTROL
1
2
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• 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
DEFINEDEFINE
MEASUREMEASURE
ANALYZEANALYZE
IMPROVEIMPROVE
CONTROLCONTROL
1
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• Cost Avoidance– Scrap dollars prevented in the future
– Warranty costs avoided into the future
– Etc.
• Customer Satisfaction