Lean Six Sigma for Government

Certification Series

Green Belt Certification

Chapter 4
2006 MHTC, Inc.
 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 ?)
 DMAIC in CPI

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

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 CPI
Analyze

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!!
 DMAIC in CPI
Analyze
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 CPI
Analyze
 DMAIC in CPI
Analyze

IDEF 0 Context Diagram

RECIPE
POLICY & PROCEDURES
HEALT H REGULAT IONS
BUDGET

INGREDIENT S SALE
CUST OMER ORDER PROVIDE MAT ERIAL ORDER
SUPPLIES DOUGHNUT S PAID BILL
BILL AND PAST RY BANK DEPOSIT
PAYMENT
A0

FACILIT IES
INFORMAT ION SYST EM
EQUIPMENT
PERSONNEL
 DMAIC in CPI
Analyze
IDEF 0 Node Tree / Node List
A0: PROVIDE DOUGHNUTS AND PASTRY
A1: TAKE ORDER
A11: RECEIVE ORDER
A12: PROCESS ORDER
A13: RECORD ORDER
A2: OBTAIN MATERIAL
A21: PLACE ORDER
A22: STOCK MATERIAL
A23: DISTRIBUTE MATERIAL
A3: MAKE PRODUCT
A31: MIX INGREDIENTS
A32: COOK PRODUCT
A33: FINISH PRODUCT
A4: SELL PRODUCT
A41: ADVERTISE
A42: MAKE SALE
A43: COLLECT $
A5: SUSTAIN BUSINESS
 DMAIC in CPI
Analyze
IDEF 0 Decomposition Diagram
C2 C3 C4 C1
HEALTH REGULATIONS RECIPE
BUDGET
POLICY & PROCEDURES

CUSTOMER ORDER COMPLETED ORDER

I2
TAKE ORDER

A1

INGREDIENTS MATERIAL ORDER

I1 O2
SUPPLIES OBTAIN DISTRIBUTED INGREDIENTS
I3 MATERIAL
DISTRIBUTED SUPPLIES
A2

COMPLETED PRODUCT
MAKE
PRODUCT
A3
CAKE SALE
O1
SELL PIES
PAYMENT PRODUCT DOUGHNUTS
I5
DDAILY RECEIPTS
A4

PAID BILL
O3
SUSTAIN BANK DEPOSIT
BUSINESS O4
BILL
I4 A5

PERSONNEL
FACILITIES
EQUIPMENT INFORMATION SYSTEM
M2 M4 M1 M3
 DMAIC in CPI
Analyze
Cross-Functional Process Map
ANNOTATE No
ORDER
DETAILS PACKAGE COMPLETE
Yes NEED PRODUCT ORDER
FINISHING

SPECIAL
Start LOG ORDER Yes DISTRIBUTE
ORDER Yes
2005
TAKE
No CHECK
PRODUCT PRODUCT TO
MARKETING PRODUCT
AVAILABLE COOK Yes
AND SALES AVAILABILITY ANNOTATE
THE 2005

No Yes
PARTIAL
ORDER OK
SUGGEST
ACCEPT
ALTERNATIVE
PRODUCTION
COPY OF 2005 No ISSUE RAIN
No CHECK

SCHEDULE
LOGISTICS MATERIAL END UPDATE
COMPLETE
DELIVERY INVENTORY
ORDER
FORCAST

SCHEDULE REQUEST UPDATE

COMPLETE
PRODUCTION SPECIAL MATERIAL FINISH MASTER
ORDER
ORDER DELIVERY PRODUCT SCHEDULE

LOG SALES COMPLETE

STAFF DATA ORDER
 DMAIC in CPI
Analyze

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 CPI
Analyze
Conduct Value Analysis
Create Value Stream Maps
Request for Replacement

30/60/90 Day
Material Field Unit
Purchase Order Control Production
Outside Production
Schedule
Source
Control
MRP
Consumables & MRP
Repair Parts

Warehouse Repairable Item

Ship Order
Name Value Unit

Repairable Item Packing Material

Pack/Ship
Disassemble
Name Value Unit Name Value Unit

Machining Plating Machining Assembly Parts

Consumables Consumables Consumables

PASS
Inspect/
Machine Plate Machine Inspect Assemble
Order Parts

Name Value Unit Name Value Unit Name Value Unit Name Value Unit Name Value Unit Name Value Unit

FAIL

Rework Process

LANDING GEAR OVERHAUL

 DMAIC in CPI
Analyze
Conduct Value Analysis
Create Value Stream Maps :Basic Process
Material Production
Control Control Field Unit
Outside
Source
MRP MRP

Warehouse

Pack/Ship
Disassemble

PASS
Inspect/
Machine Plate Machine Inspect Assemble
Order Parts

FAIL

Rework Process

LANDING GEAR OVERHAUL

 DMAIC in CPI
Analyze
Conduct Value Analysis
Create Value Stream Maps: Material Flow
Material Production
Control Control Field Unit
Outside
Source
MRP MRP

Consumables &
Repair Parts

Warehouse Repairable Item

Repairable Item
Packing Material

Pack/Ship
Disassemble

Machining Plating Machining Assembly Parts

Consumables Consumables Consumables

PASS
Inspect/
Machine Plate Machine Inspect Assemble
Order Parts

FAIL

Rework Process

LANDING GEAR OVERHAUL

 DMAIC in CPI
Analyze
Conduct Value Analysis
Create Value Stream Maps: Information Flow
Request for Replacement

30/60/90 Day
Material Field Unit
Purchase Order Control Production
Outside Production
Schedule
Source
Control
MRP
Consumables & MRP
Repair Parts

Warehouse Repairable Item

Ship Order

Repairable Item
Packing Material

Pack/Ship
Disassemble

Machining Plating Machining Assembly Parts

Consumables Consumables Consumables

PASS
Inspect/
Machine Plate Machine Inspect Assemble
Order Parts

FAIL

Rework Process

LANDING GEAR OVERHAUL

 DMAIC in CPI
Analyze
Conduct Value Analysis
Create Value Stream Maps: Process Data
Request for Replacement

30/60/90 Day
Material Field Unit
Purchase Order Control Production
Outside Production
Schedule
Source
Control
MRP
Consumables & MRP
Repair Parts

Warehouse Repairable Item

Ship Order
Name Value Unit

Repairable Item Packing Material

Pack/Ship
Disassemble
Name Value Unit Name Value Unit

Machining Plating Machining Assembly Parts

Consumables Consumables Consumables

PASS
Inspect/
Machine Plate Machine Inspect Assemble
Order Parts

Name Value Unit Name Value Unit Name Value Unit Name Value Unit Name Value Unit Name Value Unit

FAIL

Rework Process

LANDING GEAR OVERHAUL

 DMAIC in CPI
Analyze

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 CPI
Analyze
Value Added Analysis

Can eliminate
Yes Yes Required by a Yes Can control No
without impacting Non-value added
Control? be eliminated?
customer?

No
No Yes

Yes
Customer request?
Eliminate if Yes
preceding activity
done correctly? No

Yes
No Impact internal
customer?

Value Added No

Improving internal Yes Necessary

efficiency

No
Non-value added
Non-mandatory
 DMAIC in CPI
Analyze

Calculate Process Cycle Efficiency

PCE = Value Added Time / Total Lead-time

Total Lead-time (Littles Law)

Total Lead-time = WIP / Average Completion Rate

Workstation Turnover Time

WTT = [(Setup Timei)+(Process Timei *Batch Sizei)]

 DMAIC in CPI
Analyze

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 CPI
Analyze

Perform Data
Analysis
Determine Process
Capability
Determine Process
Yield
Traditional Yield
First Time Yield
Rolled Throughput
Yield
Identify Potential
Problems/Opportunities
 DMAIC in CPI
Analyze

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 CPI
Analyze

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 CPI
Analyze

Determine Process Capability and Drivers

Cp, CpK, Pp, PpK, CpM
LSL USL

6
Cp = 1

LOWER SPECIFICATION LIMIT = LSL

UPPER SPECIFICATION LIMIT = USL
 DMAIC in CPI
Analyze

Determine Process Capability and Drivers

Cp, CpK, Pp, PpK, CpM

LSL USL

6
Cp < 1
LOWER SPECIFICATION LIMIT = LSL
UPPER SPECIFICATION LIMIT = USL
 DMAIC in CPI
Analyze

Determine Process Capability and Drivers

Cp, CpK, Pp, PpK, CpM

LSL USL

6
Cp > 1
LOWER SPECIFICATION LIMIT = LSL
UPPER SPECIFICATION LIMIT = USL
 DMAIC in CPI
Analyze

Determine Process Capability and Drivers

Cp, CpK, Pp, PpK, CpM
LSL USL

_
X
3 3
Cpk 1, Cpk < 1

The capable process is not centered within

specification limits.
 DMAIC in CPI
Analyze

Determine Process Capability and Drivers

Cp, CpK, Pp, PpK, CpM
LSL USL

_
X
3 3
Cpk = 1, Cpk = 1
The capable process is centered within specification limits.
 DMAIC in CPI
Analyze

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 CPI
Analyze

Traditional Yield
Yield = Output / Input

100 Overhaul 98
Repairable Landing Overhauled
Landing Gear Gear Landing Gear

2 Scrap

Y = 98 / 100 = .98 =98%

 DMAIC in CPI
Analyze
First Time Yield (FTY)
FTY = (Output Rework) / Input
100 Repairable Overhaul
Landing Gear Landing Gear

Pass
Inspec 98 Overhauled
38 t Landing Gear

40 Fail Hidden
Factory
Rework
Landing Gear

2 Scrap

FTY = (98 38) / 100 = .60 = 60%

 DMAIC in CPI
Analyze

Rolled Throughput Yield (RTY)

Yrt = Yt1* Yt2* Yt3* Yt4* Yt5* Ytn

Machine Plate Machine

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 CPI
Analyze

Identify Potential
Problems /
Opportunities
Basic Process
Knowledge
Process
Understanding
Based on FACTS
 DMAIC in CPI
Analyze

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 CPI
Analyze

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 CPI
Analyze
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 CPI
Analyze

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 CPI
Analyze
FAILURE MODES AND EFFECT S WORKSHEET
PROJECT TITLE: Landing Gear Overhaul FMEA START DATE: 30-May-05 REVISION #:

OPR (PERSON): Sarah Johns COMPLETED BY:Sam Smith DATE:

FAILURE MODES AND EFFECT S CAUSES & CONT ROLS RANK ACT ION / ST AT US
New
Probability Risk New
Severity Potential Status of Probability
Process Activity / Potential Cause Will Existing Priority Suggested OPR Severity
Possible Failure Effect of Failure (Impact) Detection Action Cause Will
Input (Y) Cause Occur Controls Number Action (Person) (Impact)
Rating Rrating Taken Occur
Rating (RPN) Rating
Rating
Machine Inspection Automate
Initial Machine Machining Laser
Excess material More Plating will tool can't at end of for
Landing Gear 5 7 7 245 Forman Monitor 5 7
removed be required hold maching continuous
Piston or Cylinder (John) Installed
tollerance run Inspection
Inprocess Increase Machining
Operator Training
5 3 Inspection/ 5 75 IPIs & Forman 5 1
error Complete
certification training (John)
Machine Inspection
Replace Machining CNC
Part beyond tool can't at end of
10 7 7 490 With CNC Forman machine 10 7
repair (Scrap) hold maching
Machine (John) on order
tollerance run
Inprocess Increase Machining
Operator Increase
10 3 Inspection/ 5 150 IPIs & Forman 10 1
error IPIs
certification training (John)
Insufficient Incorrect Technicaal
Machine Rework
Material 3 Technical 1 Data 2 6 None 3 1
Required
Removed Spec. reviews
Inprocess Machining
Operator
3 3 Inspection/ 5 45 Training Forman
error
certification (John)
Machine Inspection
Replace Machining CNC
tool can't at end of
3 7 7 147 With CNC Forman machine 3 7
hold maching
Machine (John) on order
tollerance run
Machine Inspection Automate
Final Machine Machining Laser
Excess material Complete tool can't at end of for
Landing Gear 7 7 7 343 Forman Monitor 5 7
removed Rework hold maching continuous
Piston or Cylinder (John) Installed
tollerance run Inspection
Inprocess Increase Machining
Operator Training
7 3 Inspection/ 5 105 IPIs & Forman 5 1
error Complete
certification training (John)
Machine Inspection
Replace Machining CNC
Part beyond tool can't at end of
10 7 7 490 With CNC Forman machine 10 7
repair (Scrap) hold maching
Machine (John) on order
tollerance run
Inprocess Increase Machining
Operator Increase
10 3 Inspection/ 5 150 IPIs & Forman 10 1
error IPIs
certification training (John)
 DMAIC in CPI
Analyze
Fishbone / Ishikawa Diagrams
Measurements Material Manpower
5/6 Ms or 4 Ps
Policy
Chromium Training
Procedure
Taken at
the end of a Electrolysis Experience Plant
machine run
People
Effect: Excessive Rework
required to meet customer
demand.
Temperature Sequential Flow
Old require a lot
of maintenance
Technical Data Cutter head
Critical to fluctuates
Plating Process

Bearing Wear Manually adjusted

Mother Nature Methods Machines

 DMAIC in CPI
Analyze
CAUSE & EFFECT MATRIX
PROCESS NAME PROCESS OUTPUT CHARACTERISTIC
QUALITY DELIVERY DELIVERY
LANDING GEAR OVERHAUL REPAIR SPEED ACCURACY
IMPORTANCE 10 8 6

PROCESS STEP PROCESS INPUT CORRELATION OF INPUTS TO OUTPUT SCORE

WAREHOUSE L/G REPAIRABLE L/G,
PERSONNEL & 1 8
EQUIPMENT
DISASSEMBLE L/G REPAIRABLE L/G,
1 8
PERSONNEL & TOOLS
INSPECT/ORDER PARTS REPAIRABLE L/G,
1 1 1 24
PERSONNEL & TOOLS
MACHINE COMPONENTS 1 L/G COMPONENTS,
PERSONNEL, TOOLS & 9 3 114
MACHINES
PLATE COMPONENTS L/G COMPONENTS,
PERSONNEL, TOOLS & 9 90
MACHINES
MACHINE COMPONENTS 2 L/G COMPONENTS,
PERSONNEL, TOOLS & 9 3 9 168
MACHINES
INSPECT COMPONENTS L/G COMPONENTS,
9 9 144
PERSONNEL, TOOLS
ASSEMBLE L/G L/G COMPONENTS,
REPAIR PARTS, 3 3 3 72
PERSONNEL, TOOLS
PACK/SHIP L/G REPAIRED L/G,
PACKING MATERIAL, 1 8
PERSONNEL & TOOLS
DELIVER L/G PACKAGED L/G,
PERSONNEL & 3 18
EQUIPMENT
 SCORE
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0
20
40
60
80
100
120
140
160
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IN E
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C 2
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C G
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Prioritize Root Causes

TS

PROCESS STEP
D
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Analyze

V
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L/
W G
A
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H
O
DMAIC in CPI

U
S
E
PARETO OF C&E MATRIX FOR LANDING GEAR OVERHAUL

L/
G
P
A
C
K
/S
H
IP
L/
D G
IS
A
S
S
E
M
B
LE
L/
G
 DMAIC in CPI
Analyze

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
 DMAIC in CPI
Analyze
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 CPI
Analyze
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 CPI
Analyze
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 CPI
Graphical Techniques

Scatter diagrams Box plots

17
9
15
7
13
5
11 ERRORS
3
9
1
7 0
1 2 3
5
0 1 2 3 4 5 6 7 8 9 10

Histograms Run charts

25 Errors/Day

20 6
5
15 4

Errors
3
10 2
1
5 0
M T W Th F
0 Day
1 2 3 4 5 6 7 8 9
ERRORS/DAY
 DMAIC in CPI
Statistical 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 CPI
Analyze
Possible Errors
Type I : Alpha Error
Type II: Beta Error

Action Action 1 Action 2

Alternatives
Accept the Reject the
hypothesis on the hypothesis on the
basis of sample basis of sample
States of evidence evidence
Nature

State of Nature 1: Correct Type I

Hypothesis is True Decision Error

State of Nature 2: Type II Correct

Hypothesis is False Error Decision
 DMAIC in CPI
Analyze

Null
Hypothesis

True
Condition

Decision Line Paul Keller, Six Sigma DeMYSTiFieD
 DMAIC in CPI
Analyze

Correlation Analysis
14
12
10
8

Positive
y
6
4
2
0
0 2 4 6 8 10 12
x

25

20

Negative 15
Y

10

0
0 2 4 6 8 10 12
X
 DMAIC in CPI
Analyze

Regression Analysis

A Line Fit Plot

14
12
10
8 B
B

6 Predicted B
4
2
0
0 5 10 15
A
 DMAIC in CPI
Analyze
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 CPI
Analyze
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 CPI
Analyze
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 CPI
Analyze
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 CPI
Analyze

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
 SCORE
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0
20
40
60
80
100
120
140
160
180
N
IN E
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P TS
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C 2
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Prioritize Root Causes

TS

PROCESS STEP
D
E
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Analyze

V
E
R
L/
W G
A
R
E
H
O
DMAIC in CPI

U
S
E
PARETO OF C&E MATRIX FOR LANDING GEAR OVERHAUL

L/
G
P
A
C
K
/S
H
IP
L/
D G
IS
A
S
S
E
M
B
LE
L/
G
 DMAIC in CPI
Analyze
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 CPI
Analyze
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?
Dont get caught in Analysis
Paralysis.
Celebrate progress and any
immediate improvements!!