CSUN

Engineering Management

Six Sigma Quality Engineering

Week 4 Measure Phase

Chapter 5 Outline
Process Map/Spaghetti Diagram Cause & Effect Fishbone Diagram Cause & Effect Matrix Reproducibility & Repeatability (Gage R&R) Capability Analysis Components of Variation Studies FMEA

Process Map/Spaghetti Diagram

What is a Process Map?

A process map is a graphical representation of the flow of a process A detailed process map includes information that can be used to improve the process, such as:
Process Times Quality Costs Inputs Outputs

Types of Process Map

Basic process map Detailed process map Work-flow (spaghetti diagrams) Top-down flowchart Deployment flowchart Opportunity flowchart Current State / Future state maps

Uses of a Process Map

Identify areas for focus of improvement efforts Identify and eliminate non-value added steps Combine operations Assist root cause analysis Baseline for failure mode and effect analysis (FMEA) Identify potential controllable parameters for designed experiments Determine needed data collection points Eliminate unnecessary data collection steps

Detailed Process Map Example

( Y' s ) Su ( Y' r f a ( Y s ) R Ac m e i d Su R De e Su m b ' De f

O A T E IN G A NG

CK L E OT S I NS E T A N B L E NDA ( x ' s

C T ( x s ) ( x ' s ' ) C S C T k i m C M a N N Pr o H y dH r o S T N O p C Pi c k E R o S S N Ag e P S N M e N Q u a N C N Co n N D N Pr o d S A S Pa c k C T N O p e N O S Sh o t

( Y ' s) Co a t in g T h ickn e ( Y ' s) ( Y ' s) ' s) ( Y U n if o r m Z in c : U n if o r m Dr y ca st in g it y o f T o ta l c A p p e a N o W x r m e a ce ss ca st f lu A p p e a r Re m o v Ro u g h n F it t in g Co m p o

CO A T FI T T IN

P I N Z I NC A K GA B T N OC K E T T R UNNE H S P O R T H / B UM

( x ' s) ( x ' s) ( x ' s) C S p e e d o f ch C S p e e d a te o f ( x ' s) S W C T e m p e r a tu r S T e m W p e r a t S Q u a lit y N u p a te C M a ke o f N G e o m p ey e tr e C T e m p e r C S S Cle a n lin e ss N H u m M id it l S L e vey o N a ss N Ge o m e tr y o S A ir ve lo cit S L e ve l o ( Ra t e S P e n d a n t st y N Ge o m e S A m o u n t p e r N Op e r a to S W e ig h t o f( Y p r Q u a lit y A ( H S e a t r e m op v N S p e cif ia S m S T im e fr o m s S Ra t e o f N H u m id it y S F lu id it y N P o w e r o

RUM B

( x ' s C T C N N G S C

Process Maps

Should include
Major activities and tasks Sub-processes Process boundaries Inputs Outputs

Documents reality, not how you think the process is supposed to be completed Should identify opportunities for improvement

Steps for Process Mapping

Scope the process

Identify the start and end points of the process of interest

Document the top level process steps

Create a flow chart

Identify the inputs and outputs

What are the results of doing each process step? (Ys) What impacts the quality of each Y? (xs)

Characterise the inputs

Characterising Inputs

Inputs can be classified as one of three types Controllable (C)

Things you can adjust or control during the process
Speeds, feeds, temperatures, pressures.

Standard Operating Procedures (S)

Things you always do (in procedures or common sense things)
Cleaning, safety.

Noise (N)
Things you cannot control or don not want to control (too expensive or difficult)
Ambient temperature, humidity, operator...

Example

C C C C C C C S C N N N S

Inputs (xs) Rotation speed Traverse speed Tool type Tool sharpness Shaft material Shaft length Material removal per cut Part cleanliness Coolant flow Operator Material variation Ambient temperature Coolant age

Machining a shaft on a lathe

Outputs (Ys) Diameter Taper Surface finish

Order Entry Process Map As-Is

BEFORE 40 NVA STEPS

NOTE: FROM THE CUSTOMERS VIEWPOINT ALL OF ORDER ENTRY IS NON-VALUE ADDED

Order Entry Process Map New

REMEMBER: FROM THE CUSTOMERS VIEWPOINT ALL OF ORDER ENTRY IS NON-VALUE ADDED

BEFORE 40 NVA STEPS

We eliminated the steps that were NVA and UNNECESSARY (WASTE)

AFTER 11 NVA STEPS

Work-flow or Spaghetti Diagram

A work flow diagram is a picture of the movements of people, materials, documents, or information in a process. Start by tracing these movements onto a floor plan or map of the work space.

The purpose of the work-flow diagram is to illustrate the inefficiency in a clear picture.
How can you make the map look simpler? What lines you eliminate? can

56 Frame (Small Motor) Assy & Fabrication Before

BEFORE KAIZEN: Area: 4640 sq ft Operator Travel: 3696 ft Product Travel: 1115 ft

x x xx x
xxx x

Cause & Effect Fishbone Diagram

Cause & Effect Fishbone Diagram

Objectives
To understand the benefits of Cause & Effect Analysis To understand how to construct a C & E Diagram

Analysis
A method a work group can use to identify the possible causes of a problem
A tool to identify the factors that contribute to a quality characteristic

Uses of C & E Fishbone Diagram

Visual means for tracing a problem to its causes Identifies all the possible causes of a problem and how they relate before deciding which ones to investigate C & E analysis is used as a starting point for investigating a problem

Fishbone Diagram

Effect
The problem or quality characteristic The effect is the outcome of the factors that affect it

Effect

Fishbone Diagram
Causes

All the factors that could affect the problem or the quality characteristic Five Major Categories Materials Methods People

Machines
Environment

Machine

Environment

Effect

Material

Methods

People

Cause & Effect matrix

The Eight Steps in Cause and Effect Analysis

Define the Effect Identify the Major Categories Generate Ideas Evaluate Ideas

Vote for the Most Likely Causes

Rank the Causes Verify the Results

Recommend Solutions

2 1

Rating of Importance to Customer 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15

Total Process Step Process Input 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

5 & 6

Total Lower Spec Target Upper Spec

Reproducibility & Repeatability (Gage R&R)

Data is only as good as the system that measures it. If you cant measure it, you cant manage it.

The Science of Measurement

I often say that when you measure what you are speaking about and express it in numbers, you know something about it.
LORD KELVIN, 1891

He clearly stressed that little progress is possible in any field of investigation without the ability to measure. The progress of measurement is, in fact, the progress of science.

Objectives

Measurement Systems Analysis Key Terminology Variable Gauge R&R

A tool for estimating measurement system error How to conduct a gauge R&R Minitab Output

Gauge R & R Study Exercise

Definitions

Variable Data
Continuous measurements such as length, voltage, viscosity

Repeatability
Variation in measurements obtained with one gage when used several times by one appraiser.

Reproducibility
Variation in the average of the measurements made by different appraisers using the same measurement system.

What is GR&R?
Measurement Systems Analysis
How good is our measurement system?

2T

2p

2m

2T = Total Variance 2p = Process Variance 2m = Measurement Variance GRRRRRRR!!!

Gauge R&R Allows Control of the Measurement System

Variable Gauge R&R - Whats Involved?

3 Appraisers 1 Gauge

10 Parts

How to set up a Variable GRR Study

Preparation & Planning 1 Gauge 3 Operators (Appraisers) 10 Parts 3 Trials Randomize the readings Code the parts (blind study) if possible 3 Ops x 10 parts x 3 trails = 90 Data Points 4 Ops x 10 parts x 3 trails = 120 Data Points

Minitab Gage R&R Graphical Output

The number of distinct categories of parts that the process is currently able to distinguish (Must distinguish at least 5 types of parts)

Acceptability Criteria

R&R Indices
10% 10% - 30% Acceptable Measurement System May be acceptable based upon application, cost of measurement device, cost of repair, etc. Not acceptable. Measurement system needs improvement.

30%

Number of Distinct Categories Index

1 Unacceptable. One part cannot be distinguished form another. Generally unacceptable Recommended

Module 0025

2 -4 5

Minitab Gage R&R Graphical Output

Minitab Gage R&R Graphical Output

Minitab Gage R&R Graphical Output

Minitab Gage R&R Statistical Output

Minitab Gage R&R Statistical Output

Capability Analysis

Process Capability Study

Cpk & Cp
Cpk incorporates information about both the process spread and the process mean, so it is a measure of how the process is actually performing. Cp relates how the process is performing to how it should be performing. Cp does not consider the location of the process mean, so it tells you what capability your process could achieve if centered.

Process Capability Study

Non-normal distributions
Use Capability Analysis (Nonnormal) to assess the capability of an in-control process when the data are from the nonnormal distribution. A capable process is able to produce products or services that meet specifications.

The process must be in control and follows a nonnormal distribution before you assess capability. If the process is not in control, then the capability estimates will be incorrect.
Nonnormal capability analysis consists of a capability histogram and a table of process capability statistics

Questions? Comments?