Production Tools

Prepared by:
Myilvaganan S
 Six Sigma σ

Six Sigma is a disciplined, statistical-based, data-driven approach and continuous

improvement methodology for eliminating defects in a product, process or
service. It was developed by Motorola and Bill Smith in the early 1980’s based on
quality management fundamentals, then became a popular management approach at
General Electric (GE) with Jack Welch in the early 1990’s.

Sigma represents the population standard deviation, which is a measure of

the variation in a data set collected about the process. If a defect is defined by
specification limits separating good from bad outcomes of a process, then a six
sigma process has a process mean (average) that is six standard deviations from the
nearest specification limit. This provides enough buffer between the process
natural variation and the specification limits.

For example, if a product must have a thickness between 10.32 and 10.38 inches to
meet customer requirements, then the process mean should be around 10.35, with a
standard deviation less than 0.005 (10.38 would be 6 standard deviations away from
10.35), assuming a normal distribution.

Six Sigma can also be thought of as a measure of process performance, with Six
Sigma being the goal, based on the defects per million. Once the current
performance of the process is measured, the goal is to continually improve the sigma
level striving towards 6 sigma. Even if the improvements do not reach 6 sigma, the
improvements made from 3 sigma to 4 sigma to 5 sigma will still reduce costs and
increase customer satisfaction.

A structured project improvement methodology that helps improve your chance of successfully solving a problem.
Define Phase is the first phase of the Lean Six
Sigma improvement process. In this phase the
project team creates a Project Charter, a high-level
map of the process and begins to understand the
needs of the customers of the process. This is a
critical phase in which the team outlines the project
focus for themselves and the leadership of the
organization.
Measurement is critical throughout the life of the
project. As the team starts collecting data they focus
on both the process as well as measuring what
customers care about. That means initially there are
two focuses: reducing lead time or improving
quality. In the Measure Phase, the team refines the
measurement definitions and determines the current
performance or the baseline of the process.
DMAIC
Analyze Phase is often not given enough attention and,
without analysis, teams jump to solutions before
knowing the true root causes of the issues. The result is
teams who implement solutions but don’t resolve the
problem! These efforts waste time, consume resources,
create more variation and, often cause new problems.
The ideal is for teams to brainstorm potential root causes
(not solutions), develop hypotheses as to why problems
exist and then work to prove or disprove their
hypotheses. Verification includes both process analysis
and data analysis and has to be completed before
implementing solutions. This is the crux of the Analyze
Phase!
Improve Phase is where the team brainstorms
solutions, pilots process changes, implements solutions
and lastly, collects data to confirm there is measurable
improvement. A structured improvement effort can lead
to innovative and elegant solutions that improve the
baseline measure and, ultimately, the customer
experience.
In the Control Phase the team is focused on creating
a Monitoring Plan to continue measuring the success
of the updated process and developing a Response
Plan in case there is a dip in performance. Once in
place, the team hands these plans off to the Process
Owner for ongoing maintenance.
 Project Charter
The Project Charter is a living document that outlines a process improvement project for both the team as well as leadership. Teams use the charter to clarify the process issue
being addressed, the reason for addressing it and what “success” looks like for those working on it. It’s also used to clarify what’s not being addressed. The Project Charter is
periodically reviewed and refined throughout the project.
The elements of a Project Charter generally include the: Problem Statement: Business Case & Benefits:
-should address these questions. -should address these questions.
What is wrong, not working and not What is this project worth doing?
meeting our customer needs? Why is it important to do now?
When and where do the problems occur? What are the consequences of not doing
What is the frequency of the problem? this project?
What’s the impact of the problem on our How does it fit in with business
customers/business or employees? initiatives and targets?
What is the financial impact of the
project and/or problem?

Goal Statements: Timeline:

[increase/Decrease] [Unit] from a Phase Planned Completion Date Actual
baseline of [baseline] to a target of [goal
level] by [date projected to reach target Define:
level] Measure:
Analyze:
Improve:
Control:

Scope- First/Last and In/Out Team Members:

1stProcess Step Position Person Title % of time
Last Process Step Team Lead:

In scope: Sponsor
Out scope: Team Member
Team Member
 SIPOC
A SIPOC is a high-level view of a process which stands for Suppliers, Inputs, Process, Outputs, and Customers. Every Process starts with Suppliers who provide Inputs to
the Process which results in an Output that is delivered to Customers.

S- SUPPLIER
I- INPUT
P- PROCESS
O- OUTPUT
C- CUSTOMER

Click on the hyperlink to view sample template:

SIPOC Template Excel

PLAN-
Define the problem to be addressed, collect relevant
data, and ascertain the problem's root cause.
DO-
Develop and implement a solution; decide upon a
PLAN
measurement to gauge its effectiveness
CHECK-
Confirm the results through before-and-after data
ACT
comparison.
ACT-
Document the results, inform others about process
changes, and make recommendations for the problem to
be addressed in the next PDCA cycle.
PDCA
The Plan-Do-Check-Act model is a helpful tool that can be used for a
number of applications:
 Exploring and testing multiple solutions in a small, controlled trial
 Avoiding waste by catching and adapting ineffective solutions before
DO
rolling them out on a large scale
 Implementing change and continuous improvement
 Implementing Total Quality Management or Six Sigma initiatives
CHECK
 Developing or improving a process
 What is great about the PDCA cycle is that it can be applied across
industries and organizational types.
 5S

Japanese Translated English Definition

Seiri organize sort Eliminate whatever is not needed by separating needed tools, parts, and
instructions from unneeded materials.

Seiton orderliness set in order Organize whatever remains by neatly arranging and identifying parts
and tools for ease of use.

Seiso cleanliness shine Clean the work area by conducting a cleanup campaign.

Seiketsu standardize standardize Schedule regular cleaning and maintenance by conducting seiri, seiton,
and seiso daily.

Shitsuke discipline sustain Make 5S a way of life by forming the habit of always following the first
four S’s.

Click on hyperlink for 5S Check sheet:

Excel\5S audits check sheet and comments sheet.xls
 Process Walk (aka Gemba walk)
A Process Walk is an informational tour of the area where the work is taking place. A Process Walk is a series of structured, on-site interviews with
representative process participants with the goal of gaining a comprehensive understanding of the process. Interviews focus on detail such as process time,
wait time, defect rates, root causes and other information that can lead to targeted improvements.

Voice of the Customer (VOC)

• Voice of the Customer (VOC) is data that

represents the needs and wants of your
customers.
• VOC data is collected through various
means, including Surveys and Focus Groups
 ISO- Air Quality Standards
ISO (International Standards Organization) is the world’s largest developer and publisher of international standards.

Parker Dominick hunter are members of governing bodies such as BCAS (UK), CAGI (USA) and VDMA (Germany), which directly contribute to the
development of international standards for compressed air quality and testing.

There are three standards currently in use which directly relate to compressed air quality (purity) and testing. These are:
• ISO8573 Series
• ISO12500 Series
• ISO7183 Series
*The most commonly used standard is the ISO8573 Series and in particular ISO8573-1:2010.

Click on the hyperlink to view :

ISO Air Standard PDF
 Seven Basic Tools of Quality

7 QC tools can be applied across any industry starting from product 1. STRATIFICATION:
development phase till delivery. 7QC tools even today owns the same
• Stratification is a method of dividing data into sub–categories and
popularity and is extensively used in various phases of Six
classify data based on group, division, class or levels that helps in
Sigma (DMAIC or DMADV), in continuous improvement process (PDCA
deriving meaningful information to understand an existing problem.
cycle) and Lean management (removing wastes from process).
• The very purpose of Stratification is to divide the data and conquer the
The seven QC tools are:
meaning full Information to solve a problem.
1. Stratification (Divide and Conquer)
• Un–stratified data (An employee reached late to office on following
2. Histogram dates)

5-Jan, 12-Jan,13-Jan, 19-Jan, 21-Jan, 26-Jan,27-Jan

3. Check Sheet (Tally Sheet)
• Stratified data (Same data classified by day of the week )
4. Cause-and-effect diagram (“fishbone” or Ishikawa diagram)

5. Pareto chart (80/20 Rule)

6. Scatter diagram (Shewhart Chart)

7. Control chart
 Seven Basic Tools of Quality
2. HISTOGRAM:
Histogram introduced by Karl Pearson is a bar graph representing the
frequency distribution on each bars.
The very purpose of Histogram is to study the density of data in any given
distribution and understand the factors or data that repeat more often.
Histogram helps in prioritizing factors and identify which are the areas that
needs utmost attention immediately
Click on the hyperlink to view histogram template:
Histogram Template
3. CHECK SHEET (TALLY SHEET):
A check sheet can be metrics, structured table or form for collecting
data and analyzing them. When the information collected is
quantitative in nature, the check sheet can also be called as tally sheet.
The very purpose of checklist is to list down the important checkpoints
or events in a tabular/metrics format and keep on updating or marking
the status on their occurrence which helps in understanding the
progress, defect patterns and even causes for defects.
 Seven Basic Tools of Quality
4. CAUSE AND EFFECT DIAGRAM:

Cause–and–effect diagram introduced by Kaoru Ishikawa helps in

identifying the various causes (or factors) leading to an effect (or problem)
and also helps in deriving meaningful relationship between them.

The very purpose of this diagram is to identify all root causes behind a
problem. Once a quality related problem is defined, the factors leading to
the causal of the problem are identified. We further keep identifying the sub
factors leading to the causal of identified factors till we are able to identify
the root cause of the problem. As a result we get a diagram with branches
and sub branches of causal factors resembling to a fish bone diagram.

In manufacturing industry, to identify the source of variation the causes are

usually grouped into below major categories:

 People
 Methods
 Machines
 Material Click on the hyperlink to view fishbone template:
 Measurements FishBone Template
 Environment
 Seven Basic Tools of Quality
5. PARETO CHART:

Pareto chart is named after Vilfredo Pareto. Pareto chart revolves around
the concept of 80-20 rule which underlines that in any process, 80% of
problem or failure is just caused by 20% of few major factors which are
often referred as Vital Few, whereas remaining 20% of problem or failure is
caused by 80% of many minor factors which are also referred as Trivial
Many.

The very purpose of Pareto Chart is to highlight the most important factors
that is the reason for major cause of problem or failure.

Pareto chart is having bars graphs and line graphs where individual factors
are represented by a bar graph in descending order of their impact and the
cumulative total is shown by a line graph.

Pareto charts help experts in following ways:

 Distinguish between vital few and trivial many.

 Displays relative importance of causes of a problem.

Click on the hyperlink to view pareto chart template:
 Helps to focus on causes that will have the greatest impact when solved. Pareto Chart Template
 Seven Basic Tools of Quality
6. SCATTER DIAGRAM:

Scatter diagram or scatter plot is basically a statistical tool that depicts

dependent variables on Y – Axis and Independent Variable on X – axis
plotted as dots on their common intersection points. Joining these dots can
highlight any existing relationship among these variables or an equation in
format

Y = F(X) + C

where is C is an arbitrary constant.

Very purpose of scatter Diagram is to establish a relationship between

problem (overall effect) and causes that are affecting.

The relationship can be linear, curvilinear, exponential, logarithmic,

quadratic, polynomial etc. Stronger the correlation, stronger the relationship
will hold true. The variables can be positively or negatively related defined
by the slope of equation derived from the scatter diagram.

Click on the hyperlink to view scatter diagram template:

Scatter diagram template
 Seven Basic Tools of Quality
6. CONTROL CHART:
Control chart is also called as Shewhart Chart named after Walter A.
Shewhart is basically a statistical chart which helps in determining if an
industrial process is within control and capable to meet the customer defined
specification limits.
The very purpose of control chart is to determine if the process is stable and
capable within current conditions.
In Control Chart, data are plotted against time in X-axis. Control chart will
always have a central line (average or mean), an upper line for the upper
control limit and a lower line for the lower control limit. These lines are
determined from historical data.
By comparing current data to these lines, experts can draw conclusions
about whether the process variation is consistent (in control, affected by
common causes of variation) or is unpredictable (out of control, affected by
special causes of variation). It helps in differentiating common causes from
special cause of variation.
Control charts are very popular and vastly used in Quality Control
Techniques, Six Sigma (Control Phase) and also plays an important role in
defining process capability and variations in productions. This tool also
helps in identifying how well any manufacturing process is in line with
respect to customer’s expectation.
Control chart helps in predicting process performance, understand the
various production patterns and study how a process changes or shifts from Click on the hyperlink to view control chart template in docx.
normally specified control limits over a period of time.
Control chart template

Lean management is an approach to managing an organization that supports the concept of continuous improvement, a long-term approach to work that systematically
seeks to achieve small, incremental changes in processes in order to improve efficiency and quality.
Lean Manufacturing Tools:
1) 5S
Organize the work area:
• Sort (eliminate that which is not needed)
• Set In Order (organize remaining items)
• Shine (clean and inspect work area)
• Standardize (write standards for above)
• Sustain (regularly apply the standards)
Eliminates waste that results from a poorly
organized work area.
4) Continuous Flow
Manufacturing where work-in-process smoothly
flows through production with minimal (or no)
buffers between steps of the manufacturing
process.
Eliminates many forms of waste (e.g. inventory,
waiting time, and transport).
Lean Management
2) Andon
Visual feedback system for the plant floor that
indicates production status, alerts when assistance
is needed, and empowers operators to stop the
production process.
Acts as a real-time communication tool for the
plant floor that brings immediate attention to
problems as they occur – so they can be instantly
addressed.
5) Gemba (The real place)
A philosophy that reminds us to get out of our
offices and spend time on the plant floor – the
place where real action occurs.
Promotes a deep and thorough understanding of
real-world manufacturing issues – by first-hand
observation and by talking with plant floor
employees.
3) Bottle neck analysis
Identify which part of the manufacturing process
limits the overall throughput and improve the
performance of that part of the process.
Improves throughput by strengthening the weakest
link in the manufacturing process.
6) Heijunka (Level Schedule)
A form of production scheduling that purposely
manufactures in much smaller batches by
sequencing (mixing) product variants within the
same process.
Reduces lead times (since each product or variant
is manufactured more frequently) and inventory
(since batches are smaller).

7) Hoshin Kanri (Policy Development)
Align the goals of the company (Strategy),
with the plans of middle management (Tactics)
and the work performed on the plant floor
(Action).
Ensures that progress towards strategic goals is
consistent and thorough – eliminating the waste
that comes from poor communication and
inconsistent direction.
10) Kaizen (Continuous Improvement)
A strategy where employees work together
proactively to achieve regular, incremental
improvements in the manufacturing process.
Combines the collective talents of a company to
create an engine for continually eliminating waste
from manufacturing processes.
Lean Management
8) Jidoka (Autonomation) 9) Just in time (JIT)
Design equipment to partially automate the Pull parts through production based on customer
manufacturing process (partial automation is typically demand instead of pushing parts through production based
much less expensive than full automation) and to on projected demand. Relies on many lean tools, such
automatically stop when defects are detected. as Continuous Flow, Heijunka, Kanban, Standardized
After Jidoka, workers can frequently monitor multiple Work and Takt Time.
stations (reducing labor costs) and many quality issues Highly effective in reducing inventory levels. Improves
can be detected immediately (improving quality) cash flow and reduces space requirements.
11) Kanban (Pull system) 12) Key Performance Indicators (KPIs)
A method of regulating the flow of goods both Metrics designed to track and encourage progress
within the factory and with outside suppliers and towards critical goals of the organization. Strongly
customers. Based on automatic replenishment promoted KPIs can be extremely powerful drivers of
through signal cards that indicate when more behavior – so it is important to carefully select KPIs that
goods are needed. will drive desired behavior.
Eliminates waste from inventory and The best manufacturing KPIs:
overproduction. Can eliminate the need for • Are aligned with top-level strategic goals (thus
physical inventories (instead relying on signal helping to achieve those goals)
cards to indicate when more goods need to be • Are effective at exposing and quantifying waste
ordered). (OEE is a good example)
• Are readily influenced by plant floor employees (so
they can drive results.
 Lean Management
13) Muda (Waste) 14) Overall Equipment Effectiveness (OEE) 15) Root Cause Analysis

Framework for measuring productivity loss for a A problem solving methodology that focuses
Anything in the manufacturing process that
given manufacturing process. Three categories of loss on resolving the underlying problem instead of
does not add value from the customer’s
are tracked: applying quick fixes that only treat immediate
perspective.
• Availability (e.g. downtime) symptoms of the problem. A common approach
It doesn’t. Muda means ‘waste’. The elimination
• Performance (e.g. slow cycles) is to ask why five times – each time moving a
of muda (waste) is the primary focus of lean
• Quality (e.g. rejects) step closer to discovering the true underlying
manufacturing.
Provides a benchmark/baseline and a means to track problem.
16) PDCA
progress in eliminating waste from a manufacturing Helps to ensure that a problem is truly eliminated
An iterative methodology for implementing
process. 100% OEE means perfect production by applying corrective action to the “root cause”
improvements:
(manufacturing only good parts, as fast as possible, with of the problem.
• Plan (establish plan and expected results)
• Do (implement plan) no downtime) 18) SMART Goals
• Check (verify expected results achieved) Goals that are:
17) Poke Yoke (Error Proofing)
• Act (review and assess; do it again) Design error detection and prevention into 1. Specific,
Applies a scientific approach to making production processes with the goal of achieving 2. Measurable,
improvements: zero defects. 3. Attainable,
• Plan (develop a hypothesis) It is difficult (and expensive) to find all defects 4. Relevant, and
• Do (run experiment) through inspection, and correcting defects 5. Time-Specific.
• Check (evaluate results) typically gets significantly more expensive at each
Helps to ensure that goals are effective.
• Act (refine your experiment; try again) stage of production.
 Lean Management
19) Single-Minute Exchange of Dies (SMED) 20) Six Big Losses 21) Takt Time
Reduce setup (changeover) time to less than 10 Six categories of productivity loss that are almost The pace of production (e.g. manufacturing one piece

minutes. Techniques include: universally experienced in manufacturing: every 34 seconds) that aligns production with customer

• Convert setup steps to be external (performed 1. Breakdowns demand. Calculated as Planned Production Time /

while the process is running) 2. Setup/Adjustments Customer Demand.

• Simplify internal setup (e.g. replace bolts with 3. Small Stops Provides a simple, consistent and intuitive method of

knobs and levers) 4. Reduced Speed pacing production. Is easily extended to provide an

• Eliminate non-essential operations 5. Startup Rejects efficiency goal for the plant floor (Actual Pieces / Target

• Create Standardized Work instructions 6. Production Rejects Pieces).

Enables manufacturing in smaller lots, reduces Provides a framework for attacking the most common 25) Total Productive Maintenance (TPM)
inventory, and improves customer responsiveness. causes of waste in manufacturing. A holistic approach to maintenance that focuses on
23) Value Stream Mapping 24) Visual Factory proactive and preventative maintenance to maximize the
22) Standardization work
A tool used to visually map the Visual indicators, displays and operational time of equipment. TPM blurs the distinction
Documented procedures for
flow of production. Shows the controls used throughout between maintenance and production by placing a strong
manufacturing that capture best practices
current and future state of manufacturing plants to emphasis on empowering operators to help maintain their
(including the time to complete each task).
processes in a way that improve communication of equipment.
Must be “living” documentation that is easy
highlights opportunities for information. Creates a shared responsibility for equipment that
to change.
improvement. Makes the state and condition encourages greater involvement by plant floor workers.
Eliminates waste by consistently applying
Exposes waste in the current of manufacturing processes In the right environment this can be very effective in
best practices. Forms a baseline for future
processes and provides a easily accessible and very clear improving productivity (increasing up time, reducing
improvement activities.
roadmap for improvement – to everyone. cycle times, and eliminating defects).
through the future state. .