© 2006 MHTC, Inc.© 2006 MHTC, Inc.
Green Belt Certification
Chapter 4
Lean Six Sigma for Government Certification Series
Introduction to Continuous Process Improvement (CPI)
DMAIC (CONTINUED)
DMAIC in CPI
• ADMIN:– CLASS TIMES: 0800 – 1600?– LUNCH: ???– INTRODUCTIONS: NAME, JOB,
EXPECTATION• SCHEDULE:
– MONDAY: Introduction to Analyze – TUESDAY: Analyze (Continued)– WEDNESDAY: Improve– THURSDAY: Improve (Continued)– FRIDAY: Control (CASE STUDY / EXAM ?)
• Objectives: – Understand the role of Analyze in the
DMAIC process– Understand the role of Improve in the
DMAIC process– Understand the role of Control in the
DMAIC process– Apply the DMAIC problem solving
methodology– Apply Value, Waste and Flow Analysis
tools in a DMAIC CPI project– Appreciate the role of Decision Analysis,
Constraint Analysis, Metrics and Statistics– Be aware of Risk Analysis and TPM/RCM
DMAIC in CPI
• Course Roadmap– Brief Review of Define and Measure
– Introduction to Analyze
• Analyze Tools and Techniques
– Introduction to Improve
• Lean Improvement Tools and Techniques
– Introduction to Control
• Standardization
• Statistical Process Control (SPC)
• Engineered Process Control (EPC)
– The Road Ahead
DMAIC in CPI
DMAIC in CPI
• Review of Define– Establish the Project
• Define Scope, Goals and Targets
• Develop Project Charter
• Collect Voice of the Customer (VOC)
• Perform Stakeholder Analysis
– Create Process Model/Map (SIPOC)
• Identify Key Process Output Variables (KPOV)
– Create Project Plan
• Schedule of Events (Gantt Chart)
• Communication
• Risk and Barriers
DMAIC in CPI
• Review of Measure– Understand the Current (As-Is) Process
• Create Value Stream Map• Identify Output, Input and Process Variables• Create a Data Collection and Analysis Plans• Validate the Measurement System
– Gage R & R (Repeatability / Reproducibility)
• Update VSM With Data– Determine Process Cycle Efficiency (PCE)– Determine Process Capability
• Cp,CpK,Pp,PpK,CpM
DMAIC in CPIAnalyze
• Analyze Stage Objectives– Determine the steps in VSM that provide
value for the customer
– Determine sources of variation
– Determine the process drivers that impact the process output
• Purpose– To identify and validate the causes that affect
the key input and output variables of the process defined by the projects scope
– Find and Prioritize Root Causes!!
• Analyze the Process– Update and Analyze Models and/or Maps– Perform Activity Analysis
• Update / Analyze Process Models• Determine Critical Outputs (Ys), IDEF 0: (O)• Determine Critical Inputs (Xs), IDEF 0: (I,C,M)• Determine Critical Activities (As), IDEF 0: (A)• Update / Analyze Process Maps
– Document Initial Process Analysis Findings• Graphic and Narrative Description of
Process• Define Key Variables and Their
Characteristics
DMAIC in CPIAnalyze
DMAIC in CPIAnalyze
DMAIC in CPIAnalyze
• IDEF 0 – Context Diagram
PROVIDE DOUGHNUTS AND PASTRY
A0INGREDIENTSCUSTOMER ORDERSUPPLIESBILLPAYMENT
SALEMATERIAL ORDERPAID BILLBANK DEPOSIT
PERSONNEL
RECIPEPOLICY & PROCEDURESHEALTH REGULATIONS
EQUIPMENTINFORMATION SYSTEMFACILITIES
BUDGET
DMAIC in CPIAnalyze
IDEF 0 – Node Tree / Node ListA0: PROVIDE DOUGHNUTS AND PASTRY
A1: TAKE ORDERA11: RECEIVE ORDERA12: PROCESS ORDERA13: RECORD ORDER
A2: OBTAIN MATERIALA21: PLACE ORDERA22: STOCK MATERIALA23: DISTRIBUTE MATERIAL
A3: MAKE PRODUCTA31: MIX INGREDIENTSA32: COOK PRODUCTA33: FINISH PRODUCT
A4: SELL PRODUCTA41: ADVERTISEA42: MAKE SALEA43: COLLECT $
A5: SUSTAIN BUSINESS
DMAIC in CPIAnalyze
IDEF 0 – Decomposition Diagram
I4 O3O4I5
I1I3 O2I2
O1
C1C3C4
M3
C2
M1M2M4
SUSTAIN BUSINESS
A5
SELL PRODUCT
A4
MAKE PRODUCT
A3
OBTAIN MATERIAL
A2
TAKE ORDER
A1
BILL PAID BILLBANK DEPOSITPAYMENT DDAILY RECEIPTSDOUGHNUTSPIESCAKE SALE
COMPLETED PRODUCTINGREDIENTSSUPPLIES DISTRIBUTED INGREDIENTSDISTRIBUTED SUPPLIES MATERIAL ORDERCUSTOMER ORDER COMPLETED ORDER
RECIPEHEALTH REGULATIONSBUDGET
INFORMATION SYSTEM
POLICY & PROCEDURES
PERSONNELEQUIPMENTFACILITIES
DMAIC in CPIAnalyze
Cross-Functional Process Map
MARKETING AND SALES
LOGISTICS
PRODUCTION
STAFF
Start LOG ORDERSPECIAL ORDER
ANNOTATE ORDER DETAILS
CHECK PRODUCT
AVAILABILITY
Yes
No
SCHEDULE SPECIAL ORDER
REQUEST MATERIAL DELIVERY
SCHEDULE MATERIAL DELIVERY
END
PRODUCTION COPY OF 2005
PRODUCT AVAILABLE
NEED FINISHING
Yes
TAKE PRODUCT TO
COOK
Yes
FINISH PRODUCT
SUGGEST ALTERNATIVE
No
ACCEPT
Yes
PACKAGE PRODUCT
No
COMPLETE ORDER
PARTIAL ORDER OK
No
Yes
ISSUE RAIN CHECK
No
ANNOTATE THE 2005
DISTRIBUTE 2005
UPDATE INVENTORY FORCAST
UPDATE MASTER
SCHEDULE
LOG SALES DATA
COMPLETE ORDER
COMPLETE ORDER
COMPLETE ORDER
DMAIC in CPIAnalyze
• Process Analysis – Looking for Clues– Redundant Activities
– Restrictive Controls (Constraints)
– Many levels of Approval
– Complex Feedback
– Under Utilized Mechanisms
– Outputs Without Value (VOC)
– Activities Without Value (VOC)
– Complex Process Paths
– Rework Paths / Activities
– High Cost Activities
DMAIC in CPIAnalyze
• Conduct Value Analysis– Create Value Stream Maps
Field Unit
MRP
ProductionControl
OutsideSource
AssembleInspectMachinePlateMachine
Disassemble
Warehouse
MRP
MaterialControl
Inspect/Order Parts
Pack/Ship
LANDING GEAR OVERHAUL
Rework Process
PASS
FAIL
Repairable Item
Packing Material
Assembly PartsMachiningConsumables
MachiningConsumables
PlatingConsumables
Repairable Item
Consumables &Repair Parts
Request for Replacement
30/60/90 Day
Purchase Order ProductionSchedule
Ship Order
Name UnitValue
Name UnitValue
Name UnitValue Name UnitValue Name UnitValue
Name UnitValue
Name UnitValue Name UnitValue
Name UnitValue
DMAIC in CPIAnalyze
• Conduct Value Analysis– Create Value Stream Maps :Basic Process
Field Unit
MRP
ProductionControl
OutsideSource
AssembleInspectMachinePlateMachine
Disassemble
Warehouse
MRP
MaterialControl
Inspect/Order Parts
Pack/Ship
LANDING GEAR OVERHAUL
Rework Process
PASS
FAIL
DMAIC in CPIAnalyze
• Conduct Value Analysis– Create Value Stream Maps: Material Flow
Field Unit
MRP
ProductionControl
OutsideSource
AssembleInspectMachinePlateMachine
Disassemble
Warehouse
MRP
MaterialControl
Inspect/Order Parts
Pack/Ship
LANDING GEAR OVERHAUL
Rework Process
PASS
FAIL
Repairable Item
Packing Material
Assembly PartsMachiningConsumables
MachiningConsumables
PlatingConsumables
Repairable Item
Consumables &Repair Parts
DMAIC in CPIAnalyze
• Conduct Value Analysis– Create Value Stream Maps: Information Flow
Field Unit
MRP
ProductionControl
OutsideSource
AssembleInspectMachinePlateMachine
Disassemble
Warehouse
MRP
MaterialControl
Inspect/Order Parts
Pack/Ship
LANDING GEAR OVERHAUL
Rework Process
PASS
FAIL
Repairable Item
Packing Material
Assembly PartsMachiningConsumables
MachiningConsumables
PlatingConsumables
Repairable Item
Consumables &Repair Parts
Request for Replacement
30/60/90 Day
Purchase Order ProductionSchedule
Ship Order
DMAIC in CPIAnalyze
• Conduct Value Analysis– Create Value Stream Maps: Process Data
Field Unit
MRP
ProductionControl
OutsideSource
AssembleInspectMachinePlateMachine
Disassemble
Warehouse
MRP
MaterialControl
Inspect/Order Parts
Pack/Ship
LANDING GEAR OVERHAUL
Rework Process
PASS
FAIL
Repairable Item
Packing Material
Assembly PartsMachiningConsumables
MachiningConsumables
PlatingConsumables
Repairable Item
Consumables &Repair Parts
Request for Replacement
30/60/90 Day
Purchase Order ProductionSchedule
Ship Order
Name UnitValue
Name UnitValue
Name UnitValue Name UnitValue Name UnitValue
Name UnitValue
Name UnitValue Name UnitValue
Name UnitValue
• Value Stream Map Data– Cost of the Activity
– Process Time (Value-Added / Non-Value-Added)
– Setup Time
– Queue (Waiting) Time
– Defects and/or Rework
– Demand Rate (TAKT Time)
– Number of Products/Services
– Uptime
– Work-In-Process
DMAIC in CPIAnalyze
Value Added Analysis
Can eliminate without impacting
customer?
Can eliminate without impacting
customer?
Value AddedValue Added
Eliminate ifpreceding activitydone correctly?
Eliminate ifpreceding activitydone correctly?
Required by a Control?
Required by a Control?
Customer request? Customer request?
Impact internal customer?
Impact internal customer?
Improving internal efficiency
Improving internal efficiency
Non-value addedNon-value added
NecessaryNecessary
Non-value addedNon-mandatory
Non-value addedNon-mandatory
Can control be eliminated?
Can control be eliminated?
Yes
No
No
Yes Yes
No
No
Yes
Yes
Yes
No
No
Yes
No
Yes
DMAIC in CPI Analyze
• Calculate Process Cycle Efficiency
– PCE = Value Added Time / Total Lead-time
• Total Lead-time (Little’s Law)
– Total Lead-time = WIP / Average Completion Rate
• Workstation Turnover Time
– WTT = ∑[(Setup Timei)+(Process Timei *Batch Sizei)]
DMAIC in CPIAnalyze
DMAIC in CPIAnalyze
• Document Findings– Process Models/Maps
– The Value Stream
– Process Cycle Efficiency
– SIPOC
– Rework / Defects
• Walk the Process– Eyes on the Work
– “Show Me”
DMAIC in CPIAnalyze
• Perform Data Analysis– Determine Process
Capability– Determine Process
Yield• Traditional Yield• First Time Yield• Rolled Throughput
Yield– Identify Potential
Problems/Opportunities
DMAIC in CPIAnalyze
• Two Basic Questions– Is the process under review and
the overall enterprise processes providing optimal value to the customer?
– Is the process operating at optimal performance?
DMAIC in CPIAnalyze
• Determine Process Capability and Drivers
– Is the process capable of meeting customer requirements / specifications?
– How does normal variation in the process compare with the expectations of the Customer?
– Is the process characteristic centered within the specification limits set by the customer or other requirement?
– What is causing the variation in the process?• Common Cause Variation• Special Cause Variation
DMAIC in CPIAnalyze
• Determine Process Capability and Drivers– Cp, CpK, Pp, PpK, CpM
LOWER SPECIFICATION LIMIT = LSL
UPPER SPECIFICATION LIMIT = USL
LSL USL
6 σCp = 1
DMAIC in CPIAnalyze
• Determine Process Capability and Drivers– Cp, CpK, Pp, PpK, CpM
LOWER SPECIFICATION LIMIT = LSL
UPPER SPECIFICATION LIMIT = USL
LSL USL
6 σCp < 1
DMAIC in CPIAnalyze
• Determine Process Capability and Drivers– Cp, CpK, Pp, PpK, CpM
LOWER SPECIFICATION LIMIT = LSL
UPPER SPECIFICATION LIMIT = USL
LSL USL
6 σCp > 1
DMAIC in CPIAnalyze
• Determine Process Capability and Drivers– Cp, CpK, Pp, PpK, CpM
LSL USL
Cpk ≥ 1, Cpk < 1
_X
3σ 3σ
The capable process is not centered within specification limits.
DMAIC in CPIAnalyze
• Determine Process Capability and Drivers– Cp, CpK, Pp, PpK, CpM
LSL USL
Cpk = 1, Cpk = 1
_X
3σ 3σ
The capable process is centered within specification limits.
DMAIC in CPIAnalyze
• Determine the Yield of the Process– Traditional Yield
• Yield = Output / Input
– First Time Yield (FTY)
• FTY = (Output – Rework) / Input
– Rolled Throughput Yield (RTY)
• Yrt = Yt1* Yt2* Yt3* Yt4* Yt5* … Ytn
DMAIC in CPIAnalyze
Traditional YieldYield = Output / Input
OverhaulLanding
Gear
100 RepairableLanding Gear
98 OverhauledLanding Gear
2 Scrap
Y = 98 / 100 = .98 =98%Y = 98 / 100 = .98 =98%
DMAIC in CPIAnalyze
First Time Yield (FTY)FTY = (Output – Rework) / Input
OverhaulLanding Gear
100 RepairableLanding Gear
98 OverhauledLanding Gear
Inspect
ReworkLanding Gear
Pass
40 Fail
38
2 Scrap
Hidden Factory
FTY = (98 – 38) / 100 = .60 = 60%FTY = (98 – 38) / 100 = .60 = 60%
DMAIC in CPIAnalyze
Rolled Throughput Yield (RTY)Yrt = Yt1* Yt2* Yt3* Yt4* Yt5* … Ytn
Machine MachinePlate Inspect
FTY1 = 0.75 FTY2 = 0.80 FTY3 = 0.75 FTY4 = 0.60
Yrt = (0.75)(0.80)(0.75)(0.60) = .27 = 27%
DMAIC in CPIAnalyze
• Identify Potential Problems / Opportunities– Basic Process
Knowledge– Process
Understanding– Based on FACTS
DMAIC in CPIAnalyze
• Determine Potential Root Causes– Root Cause Analysis Tools
• Idea Generation– Brainstorming– Five “Whys?”– Mental Imaging
• Failure Mode and Effects Analysis (FMEA)
• Cause and Effect Diagrams & Matrices– Fishbone / Ishikawa Diagrams– C/E Matrix
DMAIC in CPIAnalyze
• Idea Generation– Brainstorming
• Define the problem being addressed
• Clarify and provide information
• Write down ideas
• Gather ideas: Round Robin / Open
• Consolidate and Correlate
– Affinity Diagram (“KJ” Jiro Kawakita)
– Five “Whys?” -- Taiichi Ohno in Japan
– Mental Imaging
DMAIC in CPIAnalyze
Failure Mode and Effects Analysis (FMEA)• Failure Modes and Effects
– Process Step/Input (X)– Possible Failure– Effects of Failure– Severity/Impact Rating (1-10 with 10 highest)
• Causes and Controls– Potential Cause– Likelihood Rating (1-10 with 10 highest)– Existing Controls– Detection Rating (1-10 with 10 least likely)
• Calculate Risk Priority Number (RPN)– RPN = (Severity Rating * Likelihood Rating *
Detection Rating)• Action / Status (Cont.)
DMAIC in CPIAnalyze
Failure Mode and Effects Analysis (FMEA)• Action / Status
– Suggested Action– Responsible Person– Status of Action– New Severity Rating– New Likelihood Rating– New Detection Rating– Calculate New RPN
• Monitor Progress to Action Completion• Measure Results
DMAIC in CPIAnalyze
DATE:
RANK
Process Activity / Input (Y)
Possible Failure Effect of FailureSeverity (Impact) Rating
Potential Cause
Probability Cause Will
Occur Rating
Existing Controls
Potential Detection Rrating
Risk Priority Number (RPN)
Suggested Action
OPR (Person)
Status of Action Taken
New Severity (Impact) Rating
New Probability Cause Will
Occur Rating
Initial Machine Landing Gear
Piston or Cylinder
Excess material removed
More Plating will be required
5
Machine tool can't
hold tollerance
7
Inspection at end of maching
run
7 245
Automate for
continuous Inspection
Machining Forman (John)
Laser Monitor Installed
5 7
5Operator
error3
Inprocess Inspection/certification
5 75Increase IPIs & training
Machining Forman (John)
Training Complete
5 1
Part beyond repair (Scrap)
10
Machine tool can't
hold tollerance
7
Inspection at end of maching
run
7 490Replace
With CNC Machine
Machining Forman (John)
CNC machine on order
10 7
10Operator
error3
Inprocess Inspection/certification
5 150Increase IPIs & training
Machining Forman (John)
Increase IPIs
10 1
Insufficient Material
Removed
Machine Rework Required
3Incorrect Technical
Spec.1
Technicaal Data
reviews2 6 None 3 1
3Operator
error3
Inprocess Inspection/certification
5 45 TrainingMachining
Forman (John)
3
Machine tool can't
hold tollerance
7
Inspection at end of maching
run
7 147Replace
With CNC Machine
Machining Forman (John)
CNC machine on order
3 7
Final Machine Landing Gear
Piston or Cylinder
Excess material removed
Complete Rework
7
Machine tool can't
hold tollerance
7
Inspection at end of maching
run
7 343
Automate for
continuous Inspection
Machining Forman (John)
Laser Monitor Installed
5 7
7Operator
error3
Inprocess Inspection/certification
5 105Increase IPIs & training
Machining Forman (John)
Training Complete
5 1
Part beyond repair (Scrap)
10
Machine tool can't
hold tollerance
7
Inspection at end of maching
run
7 490Replace
With CNC Machine
Machining Forman (John)
CNC machine on order
10 7
10Operator
error3
Inprocess Inspection/certification
5 150Increase IPIs & training
Machining Forman (John)
Increase IPIs
10 1
FMEA START DATE: 30-May-05 REVISION #:
FAILURE MODES AND EFFECTS CAUSES & CONTROLS ACTION / STATUS
FAILURE MODES AND EFFECTS WORKSHEET
PROJECT TITLE:
OPR (PERSON):
Landing Gear Overhaul
Sarah Johns COMPLETED BY:Sam Smith
DMAIC in CPIAnalyze
Effect: Excessive Reworkrequired to meet customer
demand.
Material Manpower
Methods Machines
Measurements
Mother Nature
Manually adjusted
Old require a lot of maintenance
Cutter headfluctuates
Training
Temperature
Taken atthe end of amachine run
Sequential Flow
Chromium
Critical toPlating Process
Technical Data
Experience
Bearing Wear
Electrolysis
Fishbone / Ishikawa Diagrams5/6 Ms or 4 Ps
Policy
Procedure
Plant
People
DMAIC in CPIAnalyze
QUALITY REPAIR
DELIVERY SPEED
DELIVERY ACCURACY
IMPORTANCE 10 8 6
PROCESS STEP PROCESS INPUT SCORE
WAREHOUSE L/G REPAIRABLE L/G, PERSONNEL & EQUIPMENT
1 8
DISASSEMBLE L/G REPAIRABLE L/G, PERSONNEL & TOOLS
1 8
INSPECT/ORDER PARTS REPAIRABLE L/G, PERSONNEL & TOOLS
1 1 1 24
MACHINE COMPONENTS 1 L/G COMPONENTS, PERSONNEL, TOOLS & MACHINES
9 3 114
PLATE COMPONENTS L/G COMPONENTS, PERSONNEL, TOOLS & MACHINES
9 90
MACHINE COMPONENTS 2 L/G COMPONENTS, PERSONNEL, TOOLS & MACHINES
9 3 9 168
INSPECT COMPONENTS L/G COMPONENTS, PERSONNEL, TOOLS
9 9 144
ASSEMBLE L/G L/G COMPONENTS, REPAIR PARTS, PERSONNEL, TOOLS
3 3 3 72
PACK/SHIP L/G REPAIRED L/G, PACKING MATERIAL, PERSONNEL & TOOLS
1 8
DELIVER L/G PACKAGED L/G, PERSONNEL & EQUIPMENT
3 18
PROCESS OUTPUT CHARACTERISTIC
CORRELATION OF INPUTS TO OUTPUT
CAUSE & EFFECT MATRIX
PROCESS NAME
LANDING GEAR OVERHAUL
DMAIC in CPIAnalyze
• Prioritize Root CausesPARETO OF C&E MATRIX FOR LANDING GEAR OVERHAUL
0
20
40
60
80
100
120
140
160
180
PROCESS STEP
SC
OR
E
DMAIC in CPIAnalyze
• Perform Root Cause Analysis– Identify Root Causes
– Verify Root Causes
• Conduct Hypothesis Test– Choose Statistical Test– Conduct Analysis of Variance
• Conduct Correlation and Regression Analysis
• Conduct Design of Experiments
Identify Root Causes– Pareto Analysis and Diagramming – rank orders the
potential causes enabling the team to focus on highest impact causes based on the criteria the team establishes.
– Hypothesis Testing – enables the team to determine if a potential cause and effect relationship truly exists.
– Multivoting – finds the important items on a list and avoids a “win-lose” situation for group members.
– Nominal Group Technique – prioritizes items in a list makes decisions based on inputs from all members.
– Pairwise Ranking – prioritizes items in a short list through the reaching of consensus.
– Benchmarking – compares your process against others to help identify key areas for improvement.
DMAIC in CPIAnalyze
DMAIC in CPIAnalyze
Verify Root Causes• Resolution : how finely the measurement system
describes the characteristic being measured?
• Accuracy : how well does the data we collect center itself about the true center of the process characteristic we are investigating?
• Precision : how close the data points are grouped together?
– Repeatability refers to the amount of variation in sets of data collected the same way with the same people around the same process performed the same way.
– Reproducibility enters the picture when factors in the measurement or process are changed.
DMAIC in CPIAnalyze
Verify Root Causes• Graphical Techniques
– Scatter diagrams– Box plots– Histograms– Run charts
• Statistical Techniques– Hypothesis Testing– Analysis of Variance (ANOVA)– Regression Analysis – Correlation analysis
DMAIC in CPIGraphical Techniques
– Scatter diagrams – Box plots
– Run charts – Histograms
5
7
9
11
13
15
17
0 1 2 3 4 5 6 7 8 9 10
ERRORS
0
5
10
15
20
25
1 2 3 4 5 6 7 8 9
ERRORS/DAY
Errors/Day
0
1
2
3
4
5
6
M T W Th F
Day
Err
ors
1 2 31 2 3
99
77
55
33
1100
DMAIC in CPIStatistical Techniques
– Hypothesis Testing
• Establish the hypothesis• Collect evidence (data)• Evaluate the whether the evidence is
consistent with the hypothesis• If consistent accept the null hypothesis, if
not reject the null hypothesis H0.
DMAIC in CPIAnalyze
Action Alternatives
States of Nature
Action 1
Accept the hypothesis on the basis of sample
evidence
Action 2
Reject the hypothesis on the basis of sample
evidence
State of Nature 1:Hypothesis is True
State of Nature 2:Hypothesis is False
Correct Decision
Type IIError
Type IError
Correct Decision
• Possible Errors
– Type I : Alpha Error α– Type II: Beta Error β
DMAIC in CPIAnalyze
NullHypothesis
μ0
β
αTrue Condition
αα Decision Line Decision Line Paul Keller, Paul Keller, Six Sigma DeMYSTiFieDSix Sigma DeMYSTiFieD
DMAIC in CPIAnalyze
Correlation Analysis
0
2
4
6
8
10
12
14
0 2 4 6 8 10 12
x
y
0
5
10
15
20
25
0 2 4 6 8 10 12
X
Y
PositivePositive
NegativeNegative
DMAIC in CPIAnalyze
Regression Analysis
A Line Fit Plot
02468
101214
0 5 10 15
A
B
B
Predicted B
DMAIC in CPIAnalyze
Design of Experiments (DOE)• Experiments vs. Observations• Experimental Approaches
• Trial and Error• One factor at a time• Multiple factors at a time
(DOE)
• Purpose of DOE: What drives the process?
• Identify which Xs are Significant to Y
• Quantify relationships between Xs and Y
• Confirm Improvement• Set Xs to Optimize Y
DMAIC in CPIAnalyze
• Design of Experiments (DOE): The Language– Response
• What happens to the output (Y) with changes to the Xs
– Factors• Conditions, Variables, Inputs –The Xs
– Levels• The values the Xs can take on
– Replications• Repeated experiments
– Run• One cycle of the experiment with unique
values for the factors (Xs)
DMAIC in CPIAnalyze
Design of Experiments – Huge Experiment vs. Iterative
and Methodical– Types of Experiments
• Screening Experiments – Separate the Wheat from the Chaff
• Characterizing Experiments – Determine the form and magnitude of the Xs on Ys
• Optimization Experiments – Determine what settings of the Xs will reap the optimum Y
DMAIC in CPIAnalyze
Design of Experiments: • Experimental Designs
– Factorial Designs: • Study the effects of several factors at a time. • Screening
– Response Surface Designs: • Examine the relationship between one or more
response variables (Ys) to a set of experimental variables (Xs)
• Characterizing– Taguchi Designs:
• Help find the best settings for a given product or service
• Optimization
DMAIC in CPIAnalyze
Analysis of Variance (ANOVA)
• Six Sigma statistical tool
• Understand the nature of the variation of a process
• Can be applied to nonparametric tests
• Comparison of variation between subset means
• Supported by many software packages
DMAIC in CPIAnalyze
• Prioritize Root CausesPARETO OF C&E MATRIX FOR LANDING GEAR OVERHAUL
0
20
40
60
80
100
120
140
160
180
PROCESS STEP
SC
OR
E
DMAIC in CPIAnalyze
• Analyze Stage Objectives– Determine the steps in VSM that provide
value for the customer– Determine sources of variation– Determine the process drivers that impact the
process output
• Purpose– To identify and validate the causes that affect
the key input and output variables of the process defined by the projects scope
– Find and Prioritize Root Causes!!
• Which root causes represent Opportunities for Improvement???
DMAIC in CPIAnalyze
• Gate Review– What Process Analysis was
performed?
– Where do process problems exist?
– What are the root causes and which will be addressed in Improve?
– Document! Document! Document!
• Tips– Are any process problems open to a
Kaizen Event?
– Don’t get caught in “Analysis Paralysis.”
– Celebrate progress and any immediate improvements!!