Evaluate Detailed Design Capability Tools

Evaluate Detailed Design Capability
6s
DESIGN FOR SIX SIGMA
FLOWDOWN
M E A S U R E
Customer Needs
FLOW-UP
EXAMPLE
I want the right trucks at the right place at the right time
6s
Quality Deployment
Quality Deployment
CTQs: Quality Cost Delivery 0 Defects $1000/Order 30 Days
Product/Service CTQs Functional Analysis
A N A L Y Z E
ORDER Evaluate High-Level Design Capability

Functional Requirements: Quality 0 Defects Cost $200/Order Delivery 1 Day
BUILD
DELIVER Level 1 Process
Functional Requirements
Concept Development High-Level Design
CUSTOMER ORDER
APPROVE
OEM ORDER
Level 2 Process
Design Requirements
D E S I G N V E R I F Y
Detailed Design
Design Requirements: Quality Correct Translation Cost $100/Order Delivery 3 Hrs
Process Variables Specification
DEVELOP SPECS
REVIEW
TRANSMIT ORDER Level 3 Microprocess
Pilot Build & Test

Variables Specification: Quality All Spec Fields Complete Cost $50/Order Delivery 20 Minutes
Pilot Results
Requirements Flowdown And Capability Flow-Up
Production Build & Test
Performance Results
2 19990036-1 DFSS-Design
GE Confidential

Tools To Predict/Improve Design Capability
6s
Activity Network Diagram (AND)/Program Evaluation Review Technique (PERT) Chart To Predict Critical Path/Cycle Time Failure Modes And Effects Analysis (FMEA)/Error Modes And Effects Analysis (EMEA)/Errorproofing To Predict, Prevent And/Or Mitigate Potential Failures/Errors Capacity Planning To Predict Resource Requirements, Waits, Delays, Queues Cost/Profit Analysis To Predict Cost/Profit Of Product/Service
Simulation Software Predicts Product/Service Performance, Includes Variability Of Inputs/CTPs

Design Scorecards Provide Focus And Accounting Method For Overall Capability Prediction
GE Confidential

Crystal Ball
6s
Crystal Ball Microsoft Excel Add-On Package That Performs Monte Carlo Simulation Useful For Static Simulation Efforts (No Queuing, Bottlenecks) Propagates Variability Of Inputs To Predict Variability Of Output(s) Applications Include: Profit/Loss Predictions Net Annual Worth Equipment Performance/Life
GE Confidential

Crystal Ball Example The Problem
6s
GE Capital Aircraft Leasing* Is Considering An Investment In A New Type Of Light Aircraft The Team Responsible For The Recommendation Wishes To Evaluate The Potential Profitability Of The Aircraft, But There Is Uncertainty Around The Inputs
* Not a real example

GE Confidential

Crystal Ball Example The Approach
6s
GE Confidential

Crystal Ball Example The Solution
6s
GE Confidential
Crystal Ball Menu

Assign distributions to cells (Generally done with Xs)
Highlight cells with distributions Start Stop Reset Single Step Copy, Paste, and Clear Distributions Trend Chart Will trend across Forecasts
6s
Summary Reports shows assumptions and results
Sensitivity Analysis: good for tolerancing
Highlight cells with forecasts Run Preferences (Iterations, Sensitivity, etc.) Assign cells to be forecasted (Generally for the Ys) Overlay Chart Can add distribution to histogram or compare results between forecasts
Forecast Windows what you see as the result

Output results to new sheet HELP !
GE Confidential

Design Scorecards Continued Application
Design

6s
Product Process Information Human Facility Equipment Materials
Design Scorecard
Step CTQ USL LSL X S DPMO DPU Step Sigma ~~~
Predicted
Process Sigma
~~~
~~~
~~
~~
~~
~~
~~
~~
Capability Data

Data Warehouse Simulation Calculation Delphi Benchmarking
Redesign
No
OK
Yes
Verify Step
GE Confidential
Design Scorecards
Design Scorecards For Small Business Loan Service (continued)
The Performance Scorecard
CTQ Measure
6s
Characteristic
LSL
USL
Mean
Std. Dev.
Short or Long Term L L L L
Discrete DPU
DPU
Reqd Loan Amount Approved Interest Rate Loan Appl. Time Knowledgeable Reps Availability of Reps Initial/Addl Info. Requests Reps Demeanor Variety of Loan Types Information Accuracy
Loan Ratio Int. Rate Cycle Time Test Scores Answer Time BPM Indicator BPM Indicator BPM Indicator Individual
95% Prime 85%
100% Pr. + 2% 7 Days
98% Pr. + 1.5% 5 Days 90%
0.2% 0.2% 1 Day 2%
0.0 0.0062 0.023 0.0062
Short Term Sigma (ZST) Large 4.0 3.5 4.0
See Process
Total Opportunities Service DPU Service DPMO Service ZST
4 0.0354 8,850 3.9
GE Confidential
Design Scorecards
Completing the Performance Scorecard
6s
General The Performance Scorecard should be completed for the overall services or for each functions CTQs (functional requirements). Its purpose is to estimate defects that result from a lack of Design Margin and the stack-up of variation in processes that are required to perform the service. Effects of queuing should be included in estimating continuous CTQs such as time and cost. This may require performing a simulation study of the process under design. (Note: the first four columns constitute the components of the services CTQs)
Characteristic List the important characteristics of the function related to customer needs. These are generally developed via the second House of Quality (CTQs deployed to functions to identify functional requirements.
Measure List the characteristics associated measures or other method of quantification. LSL, USL For each continuous requirement (i.e., cost, time), list the upper and lower specification limits. A requirement may have both an upper and lower specification limit or only one specification. Discrete requirements will be evaluated in the Discrete DPU column below. Mean, Std. Dev. Estimate the mean and standard deviation of the characteristics measure. This may be based on historical data from similar services, estimated from a simulation of the process (e.g., some form of simulation, computer-based, or a process mock-up), or a Delphi method . Short- or Long-Term Indicate if the mean and standard deviation estimate is based on Short- or Long-Term data. The default is Long-Term. Discrete DPU Estimate the defects per service unit associated with discrete characteristics (for characteristics where either the discrete is present or not, or where the number of defects per area of opportunity can be assessed). This column may also be employed to estimate the DPU associated with characteristics whose distributions are non-normal. DPU For continuous data, this is the percent of area under the long term distribution outside of the specification limits (with sLT = 1.3sST). For discrete data, this is the Discrete DPU. Short-Term Sigma (ZST) The short-term sigma (shift = 1.5) corresponding to the CTQs DPU on a one-tailed distribution. Total Opportunities This is the number of lines completed on the scorecard. Function DPU This is the sum of all DPUs. Function DPMO This equals the Function DPU/Total Opportunities x 106. Function ZST This equals the short-term Sigma (shift = 1.5) corresponding to the above Function DPMO on a one-tailed distribution.
GE Confidential
Design Scorecards
Design Scorecards For Small Business Loan Service
Internal Process Scorecard Loan Application Function
Process/Step Process CTQ/Design Requirement Understand Customers Loan Needs Appropriate Options Described Knowldgble Reps Cycle Time Correct Information Obtained Availability Reps Friendly Demeanor of 30 min 21 min. 3 min. L 7,000 LSL USL Mean Std. Dev. Short or Long Term DPMO # Times Applied
6s
DPU Short Term Sigma (ZST) 3.2
Discuss Needs
50,000
0.05
Describe Options
100,000
0.1
2.8
10,000
0.01
3.8
Take Application
1 1 20
0.0014 0.14
4.5 4.0
General (all steps)
5 Second Answer
3 Sec.
1 Sec.
L 5,000
1 1
0.023 0.005
3.5 4.1
Total Opportunities Function DPU Function DPMO Function ZST Notes: 1. 20 Data Elements Requested for Loan Application.
GE Confidential
25 0.33 13,176 3.7
Design Scorecards
Completing the Internal Process Scorecard
6s
General The Process Scorecard (Internal) is be completed for process steps to be performed by the GECS organization designing/redesigning the service. Functions/processes performed by other GECS organizations or external suppliers to the process should be documented on the Supplier Process Scorecard. This helps the team distinguish between internal and external performance issues affecting their design. DMADV encourages the identification of the overall functions that are required for the service to be provided (Analyze Step). The team may find it useful to develop a process scorecard for each function being designed (i.e., sales, claims processing, vehicle order processing, etc.) Process/Step List the processes or steps associated with each function in this column. Process CTQ/Design Requirement List the requirements associated with the process/step. For example, for a claims processing function, the Generate Check process will have accuracy, timeliness and cost requirements. LSL, USL For each continuous requirement (i.e., cost, time), list the upper and lower specification limits. A requirement may have both an upper and lower specification limit or only one specification. Discrete requirements will be evaluated in the DPMO column below. Mean, Std. Dev. Estimate the mean and standard deviation of the process/step. This may be based on historical data from similar processes, estimated from a simulation of the process (e.g., some form of simulation, computer-based, or a process mock-up), or a Delphi method.
Short- or Long-Term Indicate if the mean and standard deviation estimate is based on Short- or Long-Term data. The default is Long-Term.
DPMO For discrete requirements, estimate the DPMO. The estimate may be based on historical data, process simulation or the Delphi method. # Times Applied If the process is used more than once to complete the function (i.e., in generating a letter, the Save process may be employed more than once), list this number. DPU For continuous data, this is the percent of area under the long-term distribution outside of the specification limits multiplied by the number of times the process is applied (with sLT = 1.3sST). For discrete data, this is the DPMO times the number of times applied divided by 106. Short-Term Sigma (ZST) The short-term sigma (shift = 1.5) corresponding to the process DPO (DPMO x 106) on a one-tailed distribution. Total Opportunities This is the total of the Number of Times Applied Column. Function DPU This is the sum of all DPUs. Function DPMO This equals the Function DPU/Total Opportunities x 106. Function ZST This equals the short-term Sigma (shift = 1.5) corresponding to the above Function DPMO on a one-tailed distribution.
GE Confidential
Design Scorecards
Supplier Process Scorecard Process/Step/ Output Process CTQ/Design Requirement LSL USL Mean Std. Dev. Short or Long Term DPMO # Times Applied
6s
DPU Short Term Sigma (ZST) 4.9
Local/Long Distance Telephone Company Service Availability Electric Utility Service
0.0003
Availability
0.0001
5.2
Credit Service Bureau Credit Checks Cycle Time Correct Information Provided Appraisal Service Collateral Check
45 min.
15 min.
10 min. 60,000
1 8
0.0014 0.48
4.5 3.1
Cycle Time Correct Collateral Assessment
480 min.
460 min.
30 min. 80,000
1 6
0.25 0.48
2.2 2.9
Express Mail Service Delivery Service Cycle Time Correct Delivery
24 hrs.
18 hrs.
2 hrs. 1,000
3 3
0.0014 0.003
4.5 4.6
Total Opportunities Function DPU Function DPMO Function ZST

24 1.22 50,675 3.1
GE Confidential
Design Scorecards
Completing the Supplier Process Scorecard
6s
General The Supplier Process Scorecard should be completed for process steps by other GECS organizations or external suppliers to the process. This will help the team and management clearly distinguish between internal and external performance issues affecting their design. DMADV encourages the identification of the overall functions that are required for the service to be provided (Analyze Step). The team may find it useful to develop a process scorecard for each function being designed (i.e., sales, claims processing, vehicle order processing, etc.) Process/Step/Output List the processes or steps associated with each function in this column. If the supplier provides some tangible product such as claims envelopes, cars or trucks (for leasing to GE customers), list the actual part here. Process CTQ/Design Requirement List the requirements associated with the process/step/output. For example, for a claims processing function, the Generate Check process will have accuracy, timeliness and cost requirements. LSL, USL For each continuous requirement (i.e., cost, time), list the upper and lower specification limits. A requirement may have both an upper and lower specification limit or only one specification. Discrete requirements will be evaluated in the DPMO column below. Mean, Std. Dev. Estimate the mean and standard deviation of the process/step/output. This may be based on historical data from similar processes, a simulation of the process (e.g., computer-based, or a process mock-up), or a Delphi method.
Short- or Long-Term Indicate if the mean and standard deviation estimate is based on Short- or Long-Term data. The default is Long-Term.
DPMO For discrete requirements, estimate the DPMO. The estimate may be based on historical data , process simulation or other method. # Times Applied If the process is used more than once to complete the function (i.e., in generating a letter, the Save process may be employed more than once), list this number. DPU For continuous data, this is the percent of area under the long-term distribution outside of the specification limits multiplied by the number of times the process is applied (with sLT = 1.3sST). For discrete data, this is the DPMO times the number of times applied divided by 106. Short-Term Sigma (ZST) The short-term sigma (shift = 1.5) corresponding to the process DPO (DPMO x 106) on a one-tailed distribution. Total Opportunities This is the total of the Number of Times Applied Column. Function DPU This is the sum of all DPUs. Function DPMO This equals the Function DPU/Total Opportunities x 106. Function ZST This equals the short-term Sigma (shift = 1.5) corresponding to the above Function DPMO on a one-tailed distribution.
GE Confidential
Design Scorecards
Software Process Scorecard Software Module Loan Data Input Automated Credit Check Collateral Input Loan Data Storage Package Combination Risk Analysis Automatic Approval Committee Review Loan Approval/Denial Loan Package Print Account Data Entry Account Setup Check Print Opportunities 20 Data 6 Data 5 Data 8 R/W 3 Operations 5 Operations 6 Calcs 1 Screen 4 Data 30 Data 10 Data 40 Data 4 Data Short or Long Term L L L L L L L L L L L L L DPMO 100 100 200 300 100 100 200 600 100 200 300 100 100 Total DPU 0.0020 0.0006 0.0010 0.0024 0.0003 0.0005 0.0012 0.0006 0.0004 0.0060 0.0030 0.0040 0.0004 Total Opportunities Function DPU Function DPMO Function ZST
6s
Short Term Sigma (ZST) 5.2 5.2 5.0 4.9 5.2 5.2 5.0 4.7 5.2 5.0 4.9 5.2 5.2 142 0.0224 158 5.1
GE Confidential
Design Scorecards
Completing the Software Scorecard
6s
General The purpose of this scorecard is to estimate software defects in new software at a given phase in the development process based on historical data. This scorecard may be created for each of the services functions, or the entire service. Software Module This is a description of the software module required for the service or function to occur. Opportunities This column is somewhat flexible. Generally, consider the number of opportunities for the software module to create a defect. For example, a print module could lose the entire job, print using the wrong font, send the job to the wrong printer, etc. Short- or Long-Term The default is Long-Term. DPMO Estimate the DPMO for the module at the given point in development. The estimate may be based on historical data or a simulation of the software or the Delphi method. Total DPU For discrete data, this is the DPMO times the number of opportunities divided by 10 6 (shift = 1.5 for short-term data). Short Term Sigma (ZST) The short-term sigma (shift = 1.5) corresponding to the process DPO (DPMO x 10 6) on a one-tailed distribution. Total Opportunities This is the total of the Opportunities Column. Function DPU This is the sum of all module DPUs. Function DPMO This equals the Function DPU/Total Opportunities x 106. Function ZST This equals the short-term Sigma (shift = 1.5) corresponding to the above Function DPMO on a one-tailed distribution.
GE Confidential
Design Scorecards
6s
The Top Level Scorecard Service Function (Level 1 Process) Performance Overall Software Overall Loan Application Loan Processing Loan Approval Account Setup Telephone Co. Electric Co. Credit Bureau Service Appraisal Service Delivery Service
Total DPU Total Opportunities Short Term Sigma (ZST)
Performance
DPU Opps
Internal Process
DPU Opps
Supplier Process
DPU Opps
Software
DPU Opps
0.0354
4 0.0224 0.33 1.22 0.11 0.354 25 28 6 42 0.0003 0.0001 0.48 0.73 0.0044 1 1 9 7 6 0.0224 142 5.1 3.278 271 3.7 142
0.0354 4 3.9
2.01 101 3.5
1.21 24 1.5
Scorecard DPU Scorecard Opportunities Scorecard ZST
GE Confidential
Design Scorecards
Completing the Top-Level Scorecard
6s
General The top-level scorecard estimates defects expected to be found during the implementation of the service. The four previous scorecards provide input to this top-level scorecard. Service Function (Level 1 Process) List each service function required for the overall service to be provided. Performance List the DPU totals and Total Opportunities from these scorecards. Internal Process List the DPU totals and Total Opportunities from these scorecards. Supplier Process List the DPU totals and Total Opportunities from these scorecards. Software List the DPU totals and Total Opportunities from these scorecards. Total DPU Total the DPUs for each column Total Opportunities Total the Opportunities for each column. Short Term Sigma (ZST) Calculate the short-term column sigma (Shift = 1.5) corresponding to the DPO = Total DPU/Total Opportunities. Scorecard DPU This is the row total of Total DPU. Scorecard Opportunities This is the row total of Total Opportunities. Scorecard ZST This is the short-term sigma (Shift = 1.5) corresponding to the DPO = Scorecard DPU/Scorecard Opportunities. The results of this calculation provide the team with an estimate of the overall service Sigma. This predicted value can be compared to targets; if there is a gap, then the Process (Internal and Supplier), Software and Performance scorecards are analyzed to determine the Pareto of improvement opportunities. The team would then redesign weak areas, recalculate the sigmas and iterate the process until the desired overall service sigma level is achieved.
GE Confidential
Evaluate Detailed Design Capability Design Scorecards - Review Exercise

What can you conclude about this design? What questions would you want to ask?
6s
Top Level Scorecard

Analyst: J.F.W. Supplier Process DPU Opp's Internal Process DPU Opp's Date: Performance DPU Opp's 3.000E-01 1.050E-02 1.900E-02 21 19 1.146E+00 2.000E-04 3.450E-02 2865 2 23 3 9.500E-04 19 17-Sep-98 Software DPU Opp's
Ref. Service Function (Level 1 Process) 1 2 3 4 5 6
Overall Design Application Internal Processing Funds Transfer Sub Process 5 Sub Process 6
Total DPU Total Opportunities ZST 2.950E-02 40 4.68 40 User Inputs 1.181E+00 2890 4.85 2890
3.000E-01 3 2.78 Scorecard DPU Scorecard Opportunities Scorecard ZST
9.500E-04 19 5.39 1.511E+00 2952 4.78

Rev 2.1
19
Dr. Maurice L. Berryman, 1996. All rights reserved. Modified by GECS, March 1998. For GE use only.
GE Confidential

Questions for Project Teams (examples)
6s
Show me your scorecard. Who is the customer? Describe the CTQ(s) and target/specification values. How do you know they are correct? What is your capability to measure the CTQ(s)? Which sub-processes/components have the most impact on this designs ability to meet the CTQs? How was this determined? What is your plan to improve the overall predicted ZST? What are the main failure modes for this design? How was this determined? Which internal processes are the least capable of delivering 6s defect levels? What is your plan to address them? What percentage of performance CTQs have statistically based flow-downs to the sub-process or component levels? What is the financial benefit of defect avoidance on this project? Which suppliers have the biggest impact on the predicted ZST?
Understand the numbers and what drives them.

GE Confidential

Failure Modes And Effects Analysis (FMEA) Purpose
6s
To Identify And Prioritize Parts Of The Product Or Process That Need Improvement
To Improve The Quality, Reliability, And Safety Of Products And Services To Increase Customer Satisfaction To Document And Track Actions Taken To Reduce Risk
GE Confidential

Types Of FMEA
Product Or Service Design FMEA
6s
Uncover Problems That May Result In: Safety Hazards Malfunctions Shortened Product Life Or Decreased Service Satisfaction Ask How Can The Product Or Service Fail
Process FMEA
Uncover Problems That May Result In: Safety Hazards Defects In Product Or Service Production Process Reduced Process Efficiency Ask How Can Materials, Equipment, Methods, And Environment Cause Process Problems
Error Modes And Effects Analysis (EMEA)
Uncover Human Errors That May Result In: Safety Hazards Defects In Product Or Service Decreased Satisfaction
Ask How Can Occur, Attempt To Prevent Or Mitigate Through Errorproofing

GE Confidential

FMEA/EMEA Process
Failure/Error Mode: The How An Item Fails Or Error Is Made Paper Handler Jams Customer Not Invoiced
6s
Failure/Error Cause: Why The Failure Or Error Occurs Actionable Causes Paper Stapled Together Invoice Lost In Mail Paper Misaligned Sales Data Entered Too Late In Billing Cycle Paper Too Thick Data Base Failure Failure/Error Effect: What Happens To The Process When The Failure/Error Mode Occurs? Copying Job Stops Loss Of Revenue Customer Upset When Error Detected Failure/Error Mode Detectability: Can The Failure/Error Be Detected Before Something Bad Occurs? Machine Stops Weekly Reconciliation Of Sales/Accounts Receivable Data Front Display Indicates Jam In Paper Handler
GE Confidential

Steps For Completing An FMEA/EMEA
6s
1. Determine The FMEA/EMEA Purpose 2. Organize The FMEA/EMEA Effort 3. Review The Product, Service Or Process 4. Determine Item Failure Modes And Process Step Error Modes 5. Determine Effects Of Failure/Error Modes 6. Determine Causes Of Item Failure Modes/Step Error Modes
7. Determine Failure Mode/Error Mode/Cause Detectability

8. Prioritize The Failures/Errors Criticality Analysis And The RPN 9. Carry Out The FMEA Action Feedback Loop
10. Validate The FMEA

GE Confidential

Calculating Risk Priority Number (RPN)
Bad
10 9 8 7
6s
Severity Scale
Rating Criteria: A Failure Could Injure A Customer Or Employee Be Illegal Render Product Or Service Unfit For Use Cause Extreme Customer Dissatisfaction
6
5 4 3 2 1
Result In Partial Malfunction

Cause A Loss Of Performance Which Is Likely To Result In A Complaint Cause Minor Performance Loss Cause A Minor Nuisance But Can Be Overcome With No Performance Loss Be Unnoticed And Have Only Minor Effect On Performance Be Unnoticed And Not Affect The Performance Rating 10 9 8 7 6 5
Occurrence Scale
Time Period More Than Once Per Day Once Every 3-4 Days Once Per Week Once Per Month Once Every 3 Months Once Every 6 Months Probability 30% 30% 5% 1% .03% 1 Per 10,000
Detection Scale
Rating Definition 10 9 8 7 6 5 4 3 2 1 Defect Caused By Failure Is Not Detectable Occasional Units Are Checked For Defect Units Are Systematically Sampled And Inspected All Units Are Manually Inspected Manual Inspection With Mistake-Proofing Modifications Process Is Monitored (SPC) And Manually Inspected SPC Is Used With An Immediate Reaction To Out Of Control Conditions SPC As Above With 100% Inspection Surrounding Out Of Control Conditions All Units Are Automatically Inspected Defect Is Obvious And Can Be Kept From Affecting The Customer
Good
4
3 2 1
Once Per Year

Once Every 1-3 Years Once Every 3-6 Years Once Every 6-100 Years
6 Per 100,000
6 Per Million 3 Per 10 Million 2 Per Billion
RPN = Severity x Occurrence x Detection

GE Confidential

Potential Failure Modes And Effects Analysis Worksheet
Small Business Loan Process/Product: Appeal Process FMEA Team: SBLC Black Belt: C. Zechberg FMEA Process Occurrence Detection Item/ Process Step Requests Infos Potential Failure Mode Misses Required Items (L.O.) Collects Wrong Info (L.O.) Potential Effect(s) Of Failure Incomplete Application Delays Application Errors, Delays Potential Cause(s) Of Failure Distracted, Cant Remember Office Noise, Telephone Connection, Customer Supplied Current Controls Application Review Recommended Action Create Checklist Responsibility And Target Completion Date JL/6/97 Severity RPN FMEA Date: (Original) (Revised) Page: 5/25/97 3 of 5
6s
Action Results Occurrence Detection Severity Action Taken RPN
7 280
10
Application Review
7 350
Use Headphones
HD/6/97
Enters On Computer
Total Risk Priority Number

Resulting Risk Priority Number GE Confidential

Errorproofing

6s
To Prevent Errors, A Natural Tendency Is To Add Inspection Steps Effectiveness Of Inspection
If Each Inspector Detects 70% Of Errors And Inspectors Are In Series:

Process Error Rate (%) 10% 1% 0.1% 0.01%
* Less Than 3.4 Defects/Million
# Inspectors To Reach 6s* 9 7 5 3
The Alternative To Inspection: Errorproof!

GE Confidential
GSO DFSS - Green Belt Training

FMEA: Identify Problem Areas.
FMEA PROCESS Process Potential Fail Mode Step Potential Effects of Failure SEV. Prevent Errors
6s
Eliminate Possibility Of Error Delegate Necessary Decisions
Errorproofing Principles
Power-off interlocks when copier door is open Child-locks on car doors Program cash register to calculate change Program phone numbers
Match Task To Abilities

Facilitate Tasks Errorproofing
Program VCR to tape show via program code Place similar materials in bins, separate bins Color-code similar parts, wires
Stratify/ Specialize Tasks Distinguish Tasks
Errorproofing: Developing Solutions.

Action Results
Action Taken
Severity
Occurance Detection RPN Detect Errors Mitigate Errors Mitigate Errors
Provide spell checking function in word processor Collision avoidance radar in planes Auto correct feature in word processor
Note: For services, a service recovery action may be planned for errors/defects that reach the customer.
GE Confidential

Errorproofing Strategies
6s
Fail-Safe Design
Sensory Multipliers
Process Simulation/Validation
Countdowns Verifications Cutoffs, Interlocks
Templates, Masks, Checklists

Training, Communication Clarify Multiple Standards Reduce Atmosphere Of Blame
Alarms
Automation, Robots Work Reorganization Job Rotation
Procedure Skull And Crossbones

Involve Workers/Staff In Errorproofing Activities Service Recovery
GE Confidential

FMEA/Errorproofing Team Breakout Exercise
6s
Objective
Explore Potential Problems In Your Process And Identify Potential Improvements Using FMEA/Errorproofing
Instructions
1. Review A Detailed Process Flow Chart Or Component You Created Previously (pg. 40 - Design) 2. Identify One Likely Failure
3. Perform An FMEA Evaluation On This One Item

4. Identify An Errorproofing Strategy To Reduce The RPN Number For This Potential Failure
Time
20 Minutes
GE Confidential
Prepare Control And Verification Plans
6s
DESIGN FOR SIX SIGMA

The Bridge To Process Management Current State Desired State
6s
Design Integrated And Complete Product/Service Process
Process Up And Running Process Controlled Owners
Information
Human Facilities Equipment Materials
Control Methods
Measurements Improvements Business Results Customer Satisfied And Delighted
Capability Predicted
The Last Step Of Design Builds The Bridge To Operations And Ongoing Improvement
GE Confidential

Process Control System
6s
A System Of Activities Whose Purpose Is To Maintain Process Performance At A Level That Satisfies Customers Needs And Drives The Ongoing Improvement Of Process Performance
GE Confidential

Process Control
6s
Purpose:
Provide Consistent Level Of Service To Customers
Provide Direction For Improvement Activities

Hold The Gains Created By Design And Improvement Activities Break Down Barriers Between Groups
Techniques:

Standardizing Documenting
Monitoring
Response Planning (Service Recovery Planning)
GE Confidential

What Should Be Monitored?
6s
Output Measures Customer Satisfaction CTQs (From Design Scorecards) Volumes (Invoices, Throughput)
Process Measures Upstream Monitoring Points Candidates: Functional Requirements, Design Requirements, Supplier Performance (From Scorecards) Volumes (Throughput, Inventory)
Input Measures
Process Variables (CTPs)

GE Confidential

Process Control Monitoring And Measuring
6s
UCL
CTQ/CTP Measure
LCL
Time
Understand And Manage Variation

GE Confidential

A Process Management Chart Is A Flowchart And Matrix Which Helps You Manage A Process By Summarizing
6s
Standardizing And Documenting
What The Steps In The Process Are Who Does These Steps And How Where More Detailed Work Instructions Can Be Found Where Data Is Taken On The Process And On The Product Who Takes The Data How (By What Methods) Measurements Are Taken, Recorded, And Analyzed
Monitoring
When (How Often) Data Is Collected

Who Takes Action Based On The Data Where To Find Troubleshooting Procedures What Action To Take In The Case Of Service Failures (Service Recovery)
GE Confidential
Response Planning

Process Management Chart: Description
Standardizing And Documenting
The Plan For Doing The Work Deployment Flowchart
Detail On Key Tasks
6s
Response Planning
Act: The Response To Special Causes
Damage Control Procedure For Process Adjustment What Must Be Done To Gain Sufficient Understanding Of This Process So That The Associates Know What Adjustments And Accommodations Are Routinely Necessary To Prevent A Recurrence Of This Problem? Procedure For System Improvement Who In The Organization Needs What Data In What Form In Order To Make A Sound Decision Regarding New Systems Or Remedies At Deeper Levels In The Organization (e.g., Changes In Basic Designs Or Policies)?
Monitoring
Checking The Work
Key Process And Output Measures Identify In A Word Or Phrase The Measures To Be Monitored In Each Critical Step (e.g., Defects, Timeliness, etc.). Monitoring Standards Method For Recording Data For Each Measure, Describe How The Monitored Data Should Be Recorded (e.g., Checklist, Run Chart, Scatter Diagram, Pareto, etc.).
For Each Key Step In The Operation, Show How The Task Should Be Done, Or Refer To A Document Which Describes The Step.
For Each Measure, Describe Any Important Target, Numeric Limits, Or Tolerances To Which A Process Should Conform If It Is Running Well.
Who Should Do What With The Output Of The Defective Process?
Begin With Those Vital Signs Which Are Related To Problems You Have Experienced.
These Standards May Come From Customers, Regulatory Policies, (ISO) Or Process Knowledge Expertise.
Describe, If Necessary, Who Should Record The Data And How.
What Should Be Done For Those Who Were IllServed By These Defects?
What Adjustments Should Be Made To Assure That There Will Be No Defects In The Next Iteration?
The Monitoring Section of this chart should be based primarily on the work of creating the Design Scorecards. GE Confidential

Process Management Chart: Example
Process: Purpose: Dept A Dept B Dept C Process Owner:
Check The Process
6s
Date: Rev.:
Act/Fix Problem
Input/ Output Standard/ Process Measure Specification Measures

Level Of Understanding 100% Of Customers With Full Understanding
Method For Sampling/ Recording Data

Monthly Customer Survey Conducted By Measurements Group
Immediate Control/Fix
Process/ System Improvement
Reviewed Monthly By Reg. SP Comm. And NPA BOM
Customer Requests Service
Customer Requests Service
Level Of Satisfaction
90% Of Customers In Very Good And Excellent (SQMIS)
Monthly Customer Survey Conducted By Measurements Group SQMIS
Reviewed Monthly By Reg. SP Comm. And NPA BOM
Time Issuance
Issue PC Memo
Quality Issuance
POS To Fax Transmittal On Receipt Within 15 Minutes
PC Samples 25 Fax Transmittals Per Day And Plots % Completed Within Standard By Day
Assign Individual To Handle All Fax Transmittals
Reviewed Weekly By NPA SP Comm. Reviewed Monthly By Reg. SP Comm, And NPA BOM.
100% Of The PC Memos Are Accurate, Legible And Complete Requiring No Follow-Up With Individual PC Rep.
PC Exception Reports Track How Many Times Per Day Follow-Up Is Necessary With PC Rep. By PCI Graph The Number Of Exceptions By Day And Tally Reasons By Week
Train Individual Rep./Staff Discuss/Review Suggestions At Scheduled PC Site Meetings
Reviewed Weekly By NPA SP Comm. Reviewed Monthly By Reg. SP Comm, And NPA BOM.
Issue BCRIS Order
Issue BCRIS Order
Timely (PCI Only) Issuance
100% Of The Fax Transmittals Are Input To BCRIS Within 45 Min. Upon Receipt
PCI Samples BCRIS Orders Per Day And Plots % Completed Within Standard By Day
Measures Reviewed Weekly By NPA SP Comm. Measures Reviewed Monthly By Reg. SP Comm, And NPA BOM.
GE Confidential

Table Team Exercise
6s
Objective
Determine How To Control The Quality And Cost Of A New Process.
Instructions
For 1-3 Key CTPs Identified Earlier Today, (pg. 21 - Design), Develop The Elements Of The Process Control System -How To Standardize/Document -How To Monitor -How To Respond
Time
20 Minutes
GE Confidential
Design Summary
Road Map
Define Measure Analyze Design Verify
6s
Reviews: Tollgate 4 Design Phase
Main Deliverables - Detailed Design Control Plan Develop Detailed Design

Plan Detailed Design Effort

Design Elements
Prepare Control/ Verification Plan
Develop Detailed Processes

Develop Alternatives Choose Best Develop Details Procurement
Predict/Improve Design Capability
Develop Control Strategy
Capability Analyses Failure Modes And Effects Analysis Simulate Process Performance
Control Charts/Measure Process Owners/Participants Documentation
Test And Validation Planning

Pilot Test Plan Developed/ Approved
Determine And Measure CTPs

Specification Limits Control Points, Measurements
Hold Design Reviews (Incl. Risk Assessment)

Capability, Produceability Compliance, Hardware, Software Integrate Design And Freeze
Hold Pilot Process Release Readiness Review
Tools: Process Map IT Logical/Physical Design Facilities Design Job Design Specifications QFD Benchmarking
AND/PERT FMEA/EMEA Simulation Software Tolerance Analysis Design Scorecards
Control Plan Process Management Charts Standards/Procedures Pilot/Test Plan
GE Confidential
Design Summary
Lessons Learned
6s
Freeze Your Design Specifications
Use A Phased Approach For Changes Dont Design To A Moving Target
Simplify Minimize Handoffs Standardize Process Steps (Technology Can Help)
Only Plan Controllable Process Steps Only Consider Outsourcing If It Can Be Controlled
Simulation Tools Are Helpful And Timesaving But Only As Good As You Make Them
Start Thinking Seriously About Implementation Roles, Tasks, Change Management

GE Confidential
GSO DFSS - Green Belt Training
Design: Tollgate 4
6s
Develop Detailed Process Design - Detailed Process Map Finalized - Functional Review and Approval - Define CTP Measurements & Targets - Implement Collection Routines Simulate Process & Understand Capability of New Process - If redesign required, implement fixes Develop Control Strategy - Control Plan Established - Control Charts Developed Develop Test Plan - Test requirements complete - Develop Schedule for Reviewing Issues Log of Test Results with Customer Determine Risk at This Point and Communicate Pilot Readiness Review
- Process Map - In-Process Metrics established - Simulation Validation
- Control Plan
- Test Plan
GSO
Business Champion
GE Business
Business Champion
Process Manager
Functional Owner(s)
Master Black Belt
Master Black Belt
Tollgate 4 Objective: Approved Test Plan & Timeline

GE Confidential

Evaluate Detailed Design Capability Tools

Hochgeladen von

Dokumentinformationen

Originalbeschreibung:

Originaltitel

Copyright

Verfügbare Formate

Dieses Dokument teilen

Dokument teilen oder einbetten

Freigabeoptionen

Stufen Sie dieses Dokument als nützlich ein?

Sind diese Inhalte unangemessen?

Copyright:

Verfügbare Formate

Evaluate Detailed Design Capability Tools

Hochgeladen von

Copyright:

Verfügbare Formate

Evaluate Detailed Design Capability

DESIGN FOR SIX SIGMA

Product/Service CTQs Functional Analysis

ORDER Evaluate High-Level Design Capability

DELIVER Level 1 Process

Concept Development High-Level Design

Design Requirements: Quality Correct Translation Cost $100/Order Delivery 3 Hrs

Process Variables Specification

TRANSMIT ORDER Level 3 Microprocess

Pilot Build & Test

Requirements Flowdown And Capability Flow-Up

Production Build & Test