5/7/2015

Six Sigma Green Belt (SSGB)

(Control)

Strategic Management and Business Analysis - 2014 1 -1

Six Sigma Methodology

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Define Measure Analyze Improve Control
Opportunities Performance Opportunities Performance Performance

What is How are What is What How do we

important? we doing? wrong? needs to guarantee
be done? performance?

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DMAIC Improvement Process Road Map

Define Measure Analyze Improve Control
• IPO
• Project Charter •VSM/VAFA • Brainstorming tools • Mistake-Proofing/
• Prio. Matrix
• Voice of the •Process • Idea Generation Zero Defects
Customer and • Operational • Standard
Constraint ID and • Process change
Kano Analysis Definitions management Operating
Takt Time
• SIPOC Map • Data Collection • Future state VSM Procedures
• Analysis Tools/
Analysis (SOP’s)
Plan • Assessing risk FMEA
Pareto •Cause and Effect • Process Control
• Statistical • Process Flow
• Stakeholder Analysis Plans
Sampling Improvement
Analysis •Hypothesis • Design of • Visual Process
• (MSA)
• Communication Tests/Conf. Experiments (DOE) Control Tools
• Gage R&R
Plan Intervals • Solution Selection • Statistical Process
• Time Lines, • Control Charts Controls (SPC)
•Simple and Matrix
Milestones, • Histograms • Solution
Multiple • Piloting and
and Gantt • Normality Test Simulation Replication
Charting Regression • Project Transition
• Process Capability • Implementation plan
• Pareto Analysis •ANOVA Model
Analysis & Base • 5S, Kia Zen
• Project Charter •Process • Team Feedback
Sigma
Complexity Session
•Queuing Theory 3
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Control

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Define Measure Analyze Improve Control
Opportunities Performance Opportunities Performance
Performance

• Objectives:
To determine the approach to be taken to assure achieving the
continuity of the targeted results, and to disseminate lessons learned.

• Key Topics:
1. Design effective quality controls.
2. “Foolproof” the improvement.
3. Audit the controls

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Precursors to Control

• Improve stage:
– Process methodology changes
– Reduction in variation of key process
input parameters
– Change in level of key process input
parameters
• Improvement in process output recorded
• Financial deliverable achieved
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Control Stage Objectives

• Maintain improvements
• Measure realized bottom-line
impact
• Apply knowledge elsewhere

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Maintaining Improvements
• Define methods of control:
– Process Controls
– Control Plans
• Document procedures & responsibilities
– Work Instructions
– Flowcharts; Process Maps
• Train & Implement at process level
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Design the Controls

• To ensure that remedy is maintained and sustain the
gains, the Six Sigma team needs to develop effective
process controls.
• Quality control is built around a feedback loop.
• To build a feedback loop, the team will need to:
– Provide the means to measure the results of the improved
process.
– Establish the control standard for each measure.
– Determine how the actual performance will be compared to the
standards.
– Design actions to be taken if necessary.
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Design the Controls

Quality control is built around a feedback loop

Feedback Loop
Measure
Actual
Performance

OK Compare to Established
Standards Standards

Not OK

Regulate
Process

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Design the Controls (Con.)

• Provide a Means to Measure the Process.

– You will always require measures related to the end results or

outcomes of the process.(Y’s)

– Be certain your measures include those factors that have the

greatest impact on the customer.

– Example
• If a project streamlines the shipping process to reduce time
elapsed between placing the order and shipping it, the elapsed
time for the order process should then be measured continually
to compare it to performance standards. Customer satisfaction
with shipping time might also be measured.
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Exercise 1: Measuring for Controls

• This exercise will give you practice in measuring for controls to
maintain results.

• The home office receives applications that its sales agents have
prepared for clients. These applications are checked for
accuracy, and the agent is contacted for any incorrect or missing
information. Then each applicant receives a physical examination
(which is arranged by the sales agent) and undergoes a check
for financial records. If either of these reviews identifies any
evidence of a problem, additional checks may be conducted. If
the evidence is verified, then the application is declined. If both
the physical and financial reviews are ultimately satisfactory, then
the policy document is prepared, the agent is notified, and the
policy is mailed.
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Policy Approval Process – Flow Diagram

Start

Application
arrives

Is application
No Contact agent
complete
to correct
and correct?

Check financial
Check on physical
data on applicant
Ye
s
No IS Physical Are financials No Review with Second check
OK? OK? agent or revise?
Ye
Ye Ye
Is another physical s s No
s appropriate Prepare
policy Decline
No application
Notify
Decline application agent

Mail End
End policy

End
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Exercise 1: Measuring for Controls

1. What measures would you recommend that the team establish for controlling
the process?

2. Where in the process would you make those measurements?

3. How would you make those measurements?

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Design the Controls (Con.)

Establish The Control Standards
• Quality control standards are based on actual performance
of the new process. They reflect typical level of performance
and the amount of variation.
• Examples of quality control standards:
– Shipping time for orders from time the order is placed until the time
that the order is picked up from loading dock averages three days
and does not exceed five days.
– The pin diameter averages 9mm and is within the range 8.9mm to 9.1
mm.
– The temperature of the solder bath is kept at 116o C and always
within the range 113o C to 119o C.
– Billing errors do not exceed 0.1 percent of all bills.
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Design the Controls (Con.)

• The concept of “standard” is sometimes used in other ways
as well – for example, service standard or specification.
These other types of standards relate to customer needs or
requirements, not the natural variation in the process.

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Design the Controls (Con.)

Determine How to Compare Actual to Standard
• The Umpire may be a human being, a worker, an
inspector, or a technological device, a gauge, a
computer or a person-device team.
• The Umpire carries out any or all of the following
activities:
– Compare the measurement of actual quality performance
to the quality goal.
– Interpret the observed difference.
– Decide on the action to be taken.
– Stimulate corrective action by self or other.
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Design the Controls (Con.)

• Action for when performance does not meet standard

– You need to design a plan of action to bring the

process back within its specification limits whenever
performance does not meet the standard.

– It requires careful analysis.

– It’s usually helpful to Complete a quality control

spreadsheet.
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Control Plans

• Define key process or part characteristics

– Can be input or output variable
• Based on:
– Designed Experiments: Key drivers
• Control drivers to control output
– FMEA: Most critical based on severity, occurrence & detection
• Control failure modes most critical to system operation

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Control Plan Example

Char Spec Gage SS Freq. Tool Rule

Finish 1.25± Johann 5 1 sg/hr X-Bar w Adjust;

Dia. .002 Run Tests Alert

Air Temp 70± 5 Thermo 1 10x/s Alarm Cool down

Cool. 120±5 Thermo 1 1/min Alarm Adjust

Temp cooling

Cool. .88-.94 Visco. 1 1/day X Chart Purge

Visc. System

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Test Yourself: Control Schemes

• To effectively and efficiently control a

process:
a. Control chart the output, if it’s key to the customer
b. Control chart the input, if it reliably predicts the output
c. Always supplement w inspection
d. Mistake proofing the process, such as with EPC, is preferred.

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Quality Tool: Quality Control Spreadsheet

• It summarizes the plan of action, it usually includes:
– Control variable (What is measured).
– How measured.
– Where and when measured.
– Standard.
– Who analyzes.
– Who acts.
– What is done.

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Quality Tool: Quality Control Spreadsheet

(con.)
• In the example of life insurance policies, to develop a plan, these
questions are helpful:
– Who will analyze what happened and discover the cause? Typical
causes might be:
• More policies require calls back to the agents because
changes in certain products have not been fully communicated
to the agents.
• The file server on the computer network used to prepare the
policies was down for one day.
• More financial checks are taking longer because of a higher
error rate in outside credit bureau reports.
– Once the cause is found, who will take action?
– What will the person do?
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Quality Control Spreadsheet

Control Spreadsheet
Control How Where Standard Who Who What is
Variable measured measured analyzes acts done
Frequency Count Daily Fewer than Section Section Reviews for
of needing correction / activity logs 2 percent secretary supervisor pattern
to check clarification of all
1. Types of
with agent calls applications
corrections.
to correct
2. Types of
or complete
policies.
application
3. Agencies
with calls

STP4-5.cdr
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Quality Tool: Quality Control Spreadsheet

(con.)
• Designing a good control system depends on
those in charge being given the authority to
change the system. To be effective, the person or
team must:
– Know what is expected – the control standards.
– Know how the process is actually performing.
– Have the ability to regulate the process to make actual
performance conform to standard.

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Exercise2: Developing A spreadsheet

• Developing a spreadsheet
– Prepare a control plan for one measure (control variable) you identified, by
filling in the control spreadsheet below:

Control Spreadsheet
Control How Where Standard Who Who What
Variable measured measured analyzes acts done

STPR4-5. cdr
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Control

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Define Measure Analyze Improve Control
Opportunities Performance Opportunities Performance
Performance

• Objectives:
To determine the approach to be taken to assure achieving the
continuity of the targeted results, and to disseminate lessons learned.

• Key Topics:
1. Design effective quality controls.
2. “Foolproof” the improvement.
3. Audit the controls

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Foolproof the Remedy

• Fool proofing is to make the remedy so reliable that the likelihood of
mistakes or failure is minimal. Few tactics:
– Design systems to reduce the likelihood of error.
– Replace human sensing with technological sensing.
– Keep feedback loops as short as possible.
– Use active rather than passive checking.

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Systems to reduce likelihood of error

Examples:
• Install on-line computer systems for employees handling
information over the phone.
• Ensure that all needed data is entered into computer.
• Install safety measures to decrease the likelihood of on-job
accidents.
• When several different types of lines can be hooked up to
chemical processing equipment, design them so that the
wrong lines cannot accidentally be attached to the wrong
input.

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Technological Sensing
• Usually, technology can provide better measures than human
senses.
Examples
– A computer system tracks shipping and receiving more reliably than
using a manual shipping log.
– A date-time stamp is more reliable than human transcription.
– The laser reading of bar codes is more accurate than manual entry
of data by keyboard or paper and pencil.
– The reading and input of insurance numbers by optical or magnetic
scanning is more error-free than manual entry.
– Using the computer to edit and cross-check entries.
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Short Feedback Loops

• There are two ways in which a feedback loop should be short.

– If checking is required, examine each piece of work as soon after
it is completed. This can prevent repetition of an error.
• Test individual assemblies as they are completed, rather than
after they have been incorporated into the final device.
• Edit computer entries as they are made, not later, in “batch-runs”
– Report the results of checking directly to the individuals doing the
work.
• Provide machine operators with gauges to check their own work.
• Post quality-inspection results immediately for all to see.

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Active Versus Passive Checking

• Actively doing something to check a result is far more

accurate than merely inspecting it.
Example
– When checking customer lists can be undertaken in an active
checking mode, as follows:
• One person makes the original entries on the computer
keyboard and stores it on a computer file.
• A second person also keys the same data into the computer.
• The computer compares the two entries and presents the
differences for resolution.
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Exercise 3: Making New Procedures

Foolproof
• Using this information and your own imagination, develop two or
three ways to help make the procedure in the life insurance
example foolproof:
1.

2.

3.

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Control

1. 0 2. 0 3. 0 4. 0 5. 0
Define Measure Analyze Improve Control
Opportunities Performance Opportunities Performance
Performance

• Objectives:
To determine the approach to be taken to assure achieving the
continuity of the targeted results, and to disseminate lessons learned.

• Key Topics:
1. Design effective quality controls.
2. “Foolproof” the improvement.
3. Audit the controls

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Audit the Controls

• Effective audits answer two questions:

– Are the intended results being achieved?
– Are the quality controls being followed?
• Satisfactory results without adequate controls may be a
disaster waiting to happen. Using controls that do not produce
the intended results is already a disaster.
• To ensure that the solution continues to be effective, a team
needs to include the following in its solution:
– Routine reporting of results.
– Clear documentation of controls.

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Statistical Process Control

• SPC detects process instability
– If process in control & capable, chart of output detects non-
conformance
– If highly capable or w Run Test Rules, can prevent non-
conformance
• Strategies
– Monitor process output
– Better: Monitor key process input parameters

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Engineering Process Control

• Engineering Process Control

– Programmed control of key inputs
– Feedback or feed forward algorithms
manipulate inputs
– Need model of Y = F(x's)
– Often sample & manipulate process @
high rate
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EPC Effects

• Engineering Process Control causes

autocorrelation of process data
– Violates assumption of independence
required for control charts
– Specially-designed control charts
address data dependence

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Operational Procedures

• Procedures attempt to control process

output w operational guidelines for
human inputs
– Not as repeatable as the Engineering
Process Control or Mistake-Proofing.
– Subject to human error & interpretation

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Operational Procedure Effectiveness

• Usually cost-effective means to:

– Standardize process
• Ex: all orders processed the same by all
Order Processing Clerks
– Divert resources
• Ex: add cashier if > 3 in line
– Channel customer
• Ex: expedited oil changes
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Documenting Procedures

• Document Control (i.e. ISO 9001) of procedures & work instructions

• Revisions require:
– Approval of process owners
– Circulation to affected parties
• Procedures documented using
– Paragraph form
– Flowcharts, process maps
– Pictures of correct & incorrect methods

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Train & Implement

• Topics:
– Lessons Learned: Tells them WHY
– Summarize key factors, interactions & analysis
– New procedures
• Attendees:
– Process Operators
– Process Owners
– Other Stakeholders (incl. suppliers)

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Measuring Bottom-line Impact of Improvements

• Measure process output

– Process control on regular basis
– Or audit sampling
• Monitor financial gains & project expenses
– Usually audited on monthly basis
• Document responsibilities on control plan
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Apply Knowledge Internally

• Success Stories should be
communicated throughout organization
– Company newsletters or Intranet
• Failures also noted for their efforts,
partial successes

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Apply Knowledge Externally

• Black Belt Forums to share lessons
learned
– Web-based case studies, chat rooms
– Public exposure: Magazines,
Conferences

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Workshop

• Develop a Control Plan for a critical

process in your project
• Define training objectives, agenda &
attendees necessary to implement
recommendations
• Define methodology to identify financial
outcomes for project
• Discuss ways to Spread the Word in your
organization
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Reading Assignment

• Six Sigma Demystified

– Chapter 8.
– Part 3: Control Plans.
• Six Sigma Handbook
– Pages 649-651.
– Black Belt Only: Pages 651-661.

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Report Results

• Be certain that the ongoing results of the improved process are

routinely reported to a level of management prepared to monitor
progress and respond if gains are not held.

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Document Controls

• Clearly document all the critical elements of the

control process so they can be effectively audited.

• One way to do this is to develop a quality control

manual that documents all the organization’s quality
control systems in terms of goals, measurements,
and feedback loop responsibilities.

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