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Quality Tools
When and Where to Apply Them?
© Omnex All rights reserved
Copyright 2006 Omnex. All rights reserved2
David A. Barber, CQE (ASQ)
• Mr. Barber is the General Manager and Senior Quality Consultant / Trainer for Omnex
Canada Inc. He has been a full time consultant since 1998, and estimates a total of 5,000 hours of in-class instructional training and 3,000 hours of client consultation since that time.
• Mr. Barber has over 20 years experience in the Quality profession with the majority of this time being spent in Quality Director / Manager and Quality Engineering roles. He has a diverse background with experience in the automotive, medical devices, consumer electronic, telecommunications, plastics, machining, and stamping industries. Mr. Barber has assisted companies in the development and implementation of cohesive quality systems that have resulted in the achievement of ISO 9001:1994, QS-9000, TS16949:1999, ISO 9001:2000, TS16949:2002, TL9000, ISO/IEC 17025 and Six Sigma projects.
• Mr. Barber is a fourteen-year senior member of the American Society for Quality (ASQ) and is a Certified Quality Engineer. He received his Quality Assurance Certificate (accredited by the ASQ) from Centennial College of Applied Arts and Technology, has a diploma in Electronics from Radio College of Canada.
Copyright 2006 Omnex. All rights reserved3
Omnex provides training, consulting and software to the international market with offices in the USA, Brazil, Canada, India, Mexico,
Venezuela, China (PRC) and Thailand. Omnex offers over 70 training courses in business and quality management systems worldwide.
Internet email: info@omnex.com
Web: www.omnex.com
Copyright 2006 Omnex. All rights reserved4
Presentation Overview
• Introduction & Overview• Types of Quality Tools
– Traditional Quality Tools– Commonly Used Additional Tools– Some Other Quality Tools
• Types, or categories of Tools– What are the best use of certain tools
• When to Apply• Where to Apply• Review Some Tools
– Workshop – When and Where to apply a specific tool?
Copyright 2006 Omnex. All rights reserved5
History Quality (Tools)
1920 – Quality was a inspection function
1924 – Statistical Quality Control - Dr.Walter Shewhart
1930 – Acceptance Sample
Late 1940’s – Could not produce quick enough (Japan Struggled)
1950’s – Quality Tools defined (Juran, Feiganbaum, Taguchi, etc.)
1960’s – FMEA’s in Aerospace, COQ loses favor
1980’s – ISO 9000, Six Sigma, (Tools part of business)
1990 to 2002 – Fine tune tools, program management
1970’s – QFD & Team Problem Solving (More Tools)
2006 – How to effectively & efficiently apply the right tools (does it work, at what $)
Copyright 2006 Omnex. All rights reserved6
Traditional Quality Tools (ASQ)
7 Quality Control Tools (will look at some)
• Flowcharts
• Pareto Charts
• Control Charts
• Cause & Effect Diagrams
• Check Sheets
• Scatter Diagrams
• Histograms
7 Quality Control Tools (will look at some)
• Flowcharts
• Pareto Charts
• Control Charts
• Cause & Effect Diagrams
• Check Sheets
• Scatter Diagrams
• Histograms
7 Quality Management & Planning Tools
• Affinity Diagrams
• Tree Diagrams
• Process Decision Program Charts (PDPC)
• Matrix Diagrams
• Interrelationship Digraphs
• Prioritization Matrices
• Activity Network Diagrams
7 Quality Management & Planning Tools
• Affinity Diagrams
• Tree Diagrams
• Process Decision Program Charts (PDPC)
• Matrix Diagrams
• Interrelationship Digraphs
• Prioritization Matrices
• Activity Network Diagrams
Copyright 2006 Omnex. All rights reserved7
Additional Quality Tools• There are many quality tools used today• Some are even call techniques• Have seen as many as 100 tools used for a given
continuous improvement roadmap or Quality / Business Management System
• Which ones to use?• We will look at some more commonly used tools
Copyright 2006 Omnex. All rights reserved8
Commonly Used Additional Quality Tools
Will look at some
• 5W/2H
• Is / Is Not (Difference & Changes)
• Brainstorming (Creative Thinking)
• Failure Modes & Effects Analysis (Process)
• Box Plot
• Design of Experiments
• Run (Trend) Chart
• Control Plans
• Value Stream Map
Will look at some
• 5W/2H
• Is / Is Not (Difference & Changes)
• Brainstorming (Creative Thinking)
• Failure Modes & Effects Analysis (Process)
• Box Plot
• Design of Experiments
• Run (Trend) Chart
• Control Plans
• Value Stream Map
Copyright 2006 Omnex. All rights reserved9
Some Other Quality Tools
• Balanced Scorecard
• Gantt Chart
• Paynter Chart
• Storyboard
• Tree Diagram
• Turtle Diagram / SIPOC
• Value-added Analysis
• ANOVA
• Balanced Scorecard
• Gantt Chart
• Paynter Chart
• Storyboard
• Tree Diagram
• Turtle Diagram / SIPOC
• Value-added Analysis
• ANOVA
Copyright 2006 Omnex. All rights reserved10
Where Did They Come From?
• Area of Quality Engineering and Quality Systems• In what area are the tools taught;
– Quality Control, Assurance, and Engineering– Quality Tools (7 basic)– TQM – Continuous & Continual Improvement– SPC (many levels)– Six Sigma– Lean Manufacturing
Copyright 2006 Omnex. All rights reserved11
Where Did They Come From?Continued
– Program Management– Team Building / Creative Thinking– Team Problem Solving– ISO 9000 / Process Mapping– Individual Core Tools & Competencies
• Advanced Product Quality Planning• Failure Modes & Effects Analysis• Measurement Systems Analysis
– Others?
Copyright 2006 Omnex. All rights reserved12
How to ThinkMost Quality Tools only have two purposes;1. Creative thinking
• Diverge – Look at many possibilities• Expand our thinking• What are all variable• Right brain• Ideate
2. Analytical thinking• Converge – Narrow down and prove out• Focus our thinking• Which is the most important variable• Let the data solve the disagreement• Left brain• Evaluate
Copyright 2006 Omnex. All rights reserved13
Type or Category of Tools
• Tools have been broken down into categories to improve proper application and to understand “how to think” (focus).
• All the quality tools (i.e. 20 to 100) can be grouped into 3 to 6 categories (normally).
• The categories combined the “how to think” with the traditional “Plan, Do, Check, Act” cycle, or a variation thereof.
Copyright 2006 Omnex. All rights reserved14
Type or Category of Tools
Sample 1.
• Project Planning & Implementation
• Idea Creation
• Process Analysis
• Data Collection & Analysis
• Cause Analysis
• Evaluation & Decision Making
Sample 1.
• Project Planning & Implementation
• Idea Creation
• Process Analysis
• Data Collection & Analysis
• Cause Analysis
• Evaluation & Decision Making
Sample 2. (Simplified)
• Identifying and Understanding
• Analyzing
• Implementing and Maintaining
Sample 2. (Simplified)
• Identifying and Understanding
• Analyzing
• Implementing and Maintaining
Source; ASQ.org / OmnexSource; ASQ.org / Omnex
Copyright 2006 Omnex. All rights reserved15
When to Apply the Tool?Or what do we want to do with the tools, or how is the tool used, to;• Identifying and Understanding
– A process– A problem (potential root cause)– A product
• Analyzing– Process or product variation (target, spread, pattern / shape)
– Relationships of multi variables
– Variable data over time
• Implementing and Maintaining– A control method (error-proofing)
– A corrective or preventive action
– Review over time
– A project
Copyright 2006 Omnex. All rights reserved16
Where to Apply the Tool?
There are several different ways to look at this;
A. Where to apply the tool in the quality improvement process (General Steps - Examples);
• Overall Plan• Current State• Opportunities for Improvement• Root Cause• Corrective / Prevent Action (Change)• Standardize
Copyright 2006 Omnex. All rights reserved17
Where to Apply the Tool?
B. Where to apply the tool in the quality improvement process such as Six Sigma;
• Define – improvement opportunities and their value to the company.
• Measure – the current level of performance.• Analyze – the current process to identify improvement
opportunities.• Improve – plan and deploy process improvements.• Control – hold the gains.
Copyright 2006 Omnex. All rights reserved18
Where to Apply the Tool?
C. Where in your organization?
• Which Process(s)?• Product Realization Process• Support Process• Customer Process• Management Process
• Which Department or Function?
Copyright 2006 Omnex. All rights reserved19
Example; Problem Solving Tools
Flowcharts
© Omnex All rights reserved
Copyright 2006 Omnex. All rights reserved21
Having The “Right” Amount Of Detail To Identify The Issues Is Essential
Too little detail will not expose the problem. Too much detail will hide the problem.
Input OutputProcess
I can’t find the issue in all this detail!
Well we can see the issue is the
process, but where?
22
Two basic types of Flow Maps
• Top Level Flow Map– Major Use - to locate critical
features and processes for subsequent processing
– Usually focused on process sequence for a product
– It is used to develop the FMEA and Control Plan
– It is characterized by a linear flow from one process step to the next
– Follows the process sequence, but usually lacks sufficient detail for a new person to successfully complete the task.
• Top Level Flow Map– Major Use - to locate critical
features and processes for subsequent processing
– Usually focused on process sequence for a product
– It is used to develop the FMEA and Control Plan
– It is characterized by a linear flow from one process step to the next
– Follows the process sequence, but usually lacks sufficient detail for a new person to successfully complete the task.
• Detail Process Flow Map– Major Use - to understand
details of how a process works, decision points
– Usually focused on one or two processes in a work area
– It is usually used for Work Instructions
– It is characterized by convoluted decision paths
– Following the map should lead to successful completion of the task
• Detail Process Flow Map– Major Use - to understand
details of how a process works, decision points
– Usually focused on one or two processes in a work area
– It is usually used for Work Instructions
– It is characterized by convoluted decision paths
– Following the map should lead to successful completion of the task
Copyright 2006 Omnex. All rights reserved23
Top Level Flow Map
FirstProcess
SecondProcess
ThirdProcess
• Benefits of Using this Map- Helps us view “the BIG picture” -- interrelationships of processes- This map is product process Sequence focused- Top Level Map has a Product or Process Perspective
• Limitations:- Not very helpful in knowing work content, nor decision points in work
• Benefits of Using this Map- Helps us view “the BIG picture” -- interrelationships of processes- This map is product process Sequence focused- Top Level Map has a Product or Process Perspective
• Limitations:- Not very helpful in knowing work content, nor decision points in work
Copyright 2006 Omnex. All rights reserved24
Top Level Flow Mapping - Basics
Creating a Process Map– Product or Process Focus
– List Key Process Input Variables
– List Key Customer Output Variables
– Identify value-added and non-value added steps in the process. (process steps, inspection / testing, rework, scrap points)
Key Process Input Variables– Controllable Inputs: these can be
changed and we see an effect in the key output variables. These inputs are sometimes called “knob variables”
– Critical Inputs: are shown to statistically have major impact on variability of output variables
– Noise Inputs: Inputs that impact the outputs but are difficult to control.
– Standard Operating Procedures: A standard procedure for running the process
Copyright 2006 Omnex. All rights reserved25
Example of Top Level Flow Map• Note the linear flow
– Note the key inputs and outputs for the process chain– These key inputs and outputs become the basis for FMEA and
Control Plan linkage
• Note the linear flow– Note the key inputs and outputs for the process chain– These key inputs and outputs become the basis for FMEA and
Control Plan linkage
Decision forGreen Belt
Training
Green BeltCandidateSelection
ExecutiveOverview
Work onSelectedProjects
Green BeltTrainingWeek 1
Green BeltTrainingWeek 2
Work onSelectedProjects
CertificationDecision
y Select Participants
y Executive Overview Heldy Certification Criteria Discussedy Projects Selectedy Data Collection System
y Tool Proficiencyy Homework
y Data Collection System Becomes Functional
y ID Key Process Variablesy Understand Variation
C Opportunity IDC Budgeted Time
S OSD Black Belt Consulting
N Level of Skill
C Opportunity IDC Budgeted Time
S OSD Black Belt Consulting
N Level of Skill
y Reduced Variationy Lower Defectives
y Tool Proficiencyy Homework
S Candidates Who Meet Requirements are Certified Green Belts
Y Business ResultsY Tool ProficiencyY MethodologyY OrganizationalY Behavioral
Copyright 2006 Omnex. All rights reserved26
Detail Process Flow Map
• Benefits of using this map:– Logical flow when decision
points are reached– This map is work area and
work content focused– Operator perspective
• Limitations:– Often too much detail to
clearly see interrelationships between processes
– May be limited so that critical FMEA items get missed
Process 1
Decision Process A
Process 2 Process B
No
Yes
Process 3
Copyright 2006 Omnex. All rights reserved27
Apply the Specific Tool
Page No. Application of Tool Answers (Possibilities)
12How to Think (Purpose)? Creative (Expanded) or Analytical (Focus)?
13 - 15
Category of Tool. When to apply the tool? 1. Identifying and Understanding 2. Analyzing 3. Implementing and Maintaining
16 - 18Where to apply the tool? A. / B. Where in the improvement process? C. Where in your organization?
OverallAdditional Comments (i.e Collect variable or attribute data?)
Name of Quality Tool:
Pareto Diagram
© Omnex All rights reserved
Copyright 2006 Omnex. All rights reserved29
Pareto Diagram
• Pareto Diagrams are an essential tool to help prioritize improvement targets. Paretos usually allow us to focus on the 20% of the problems that cause 80% of the poor performance.
• Pareto Diagrams are an essential tool to help prioritize improvement targets. Paretos usually allow us to focus on the 20% of the problems that cause 80% of the poor performance.
Defects Freqs WeekAir Bubble 93 1Air Bubble 81 2Air Bubble 62 3Air Bubble 57 4Weight Dev. 120 1Weight Dev. 132 2Weight Dev. 91 3Weight Dev. 88 4Deformation 18 1Deformation 29 2Deformation 31 3Deformation 42 4Color 24 1Color 42 2Color 39 3Color 27 4
Defects Freqs WeekAir Bubble 93 1Air Bubble 81 2Air Bubble 62 3Air Bubble 57 4Weight Dev. 120 1Weight Dev. 132 2Weight Dev. 91 3Weight Dev. 88 4Deformation 18 1Deformation 29 2Deformation 31 3Deformation 42 4Color 24 1Color 42 2Color 39 3Color 27 4
Deformatio
nColor
Air Bubble
Weight Dev.
12013229343112.313.530.044.2
100.0 87.7 74.2 44.2
1000
500
0
100
80
60
40
20
0
Defect
CountPercentCum %
Pe
rce
nt
Co
unt
Pareto Chart for Defects
Copyright 2006 Omnex. All rights reserved30
Second Level Pareto• A second level Pareto is used to drill down into the
data.
• In Minitab, chart defects data in ‘Flaws,’ BY variable in ‘Period.’
• A second level Pareto is used to drill down into the data.
• In Minitab, chart defects data in ‘Flaws,’ BY variable in ‘Period.’
Flaws PeriodScratch DayScratch DayPeel DayPeel DaySmudge DayScratch DayOther DayOther EveningPeel EveningPeel EveningPeel EveningPeel EveningScratch EveningScratch EveningPeel NightScratch NightSmudge NightScratch NightPeel NightPeel NightPeel NightPeel NightOther NightOther NightScratch NightScratch NightPeel NightScratch NightSmudge NightScratch NightOther NightScratch NightScratch NightPeel WeekendPeel WeekendPeel WeekendSmudge WeekendSmudge WeekendSmudge WeekendOther Weekend
15
10
5
0
Day
Cou
nt
15
10
5
0
Evening
Cou
nt
15
10
5
0
Night
Cou
nt
15
10
5
0
Weekend
Cou
nt
Scratch
Peel
Other
Others
Pareto Chart for Flaws
You should drill down using third level, fourth level, etc., as far as it makes sense in solving your problem.
You should drill down using third level, fourth level, etc., as far as it makes sense in solving your problem.
Copyright 2006 Omnex. All rights reserved31
Apply the Specific Tool
Page No. Application of Tool Answers (Possibilities)
12How to Think (Purpose)? Creative (Expanded) or Analytical (Focus)?
13 - 15
Category of Tool. When to apply the tool? 1. Identifying and Understanding 2. Analyzing 3. Implementing and Maintaining
16 - 18Where to apply the tool? A. / B. Where in the improvement process? C. Where in your organization?
OverallAdditional Comments (i.e Collect variable or attribute data?)
Name of Quality Tool:
Histogram
© Omnex All rights reserved
Copyright 2006 Omnex. All rights reserved33
Histogram• Histograms show how data is distributed.• The Output Variable represents 6 days of data collection, 12
hours per day.
• Histograms show how data is distributed.• The Output Variable represents 6 days of data collection, 12
hours per day.
108106104102100989694
10
5
0
DBP
Freq
uenc
y
DBP Time Day 95 1 1100 2 1104 3 1105 4 1108 5 1 99 6 1100 7 1104 8 1101 9 1105 10 1
(The First Ten Observations)
Copyright 2006 Omnex. All rights reserved34
Apply the Specific Tool
Page No. Application of Tool Answers (Possibilities)
12How to Think (Purpose)? Creative (Expanded) or Analytical (Focus)?
13 - 15
Category of Tool. When to apply the tool? 1. Identifying and Understanding 2. Analyzing 3. Implementing and Maintaining
16 - 18Where to apply the tool? A. / B. Where in the improvement process? C. Where in your organization?
OverallAdditional Comments (i.e Collect variable or attribute data?)
Name of Quality Tool:
Cause and Effect Diagrams
© Omnex All rights reserved
Copyright 2006 Omnex. All rights reserved36
Cause and Effect Diagrams
• Purpose– The Fishbone Diagram, also known as the Cause and
Effect Diagram or Ishikawa Diagram, is a graphical construct used to identify and explore on a single chart, in increasing detail, the possible causes which lead to a given effect. The ultimate aim is to work down through the causes to identify basic root causes of a problem.
• Purpose– The Fishbone Diagram, also known as the Cause and
Effect Diagram or Ishikawa Diagram, is a graphical construct used to identify and explore on a single chart, in increasing detail, the possible causes which lead to a given effect. The ultimate aim is to work down through the causes to identify basic root causes of a problem.
Copyright 2006 Omnex. All rights reserved37
Benefits of Cause and Effect Diagrams
• Categorize causes of variation• Apply to product and service related functions• Complement the brainstorming process• Retain lasting value• Provide succinct information• Promote teamwork• Clarify understanding• Identify potential problem areas
Copyright 2006 Omnex. All rights reserved38
The Generic Cause and Effect Diagram
Copyright 2006 Omnex. All rights reserved39
Other Cause and Effect Diagrams
Copyright 2006 Omnex. All rights reserved40
Six Sigma - Tools & Concepts
Fishbone Diagram
B
C
AMajor Cause Category 1
Cause
Effect
Major Cause Category 2
Major Cause Category 3
Major Cause Category 4
Major Cause Category 5
Major Cause Category 6
Cause
Cause
Cause
Cause
Cause
RootCause
Cause
Cause
Cause
RootCause
Cause
Cause
Cause
Cause
RootCause
CauseCause
Cause
RootCause
Cause
Cause
Cause
RootCause
SecondaryRoot Cause
RootCause
SecondaryRoot Cause
D
E
Fishbon1_001
Six Sigma - Tools & Concepts
Fishbone Diagram
B
C
AMajor Cause Category 1
Cause
Effect
Major Cause Category 2
Major Cause Category 3
Major Cause Category 4
Major Cause Category 5
Major Cause Category 6
Cause
Cause
Cause
Cause
Cause
RootCause
Cause
Cause
Cause
RootCause
Cause
Cause
Cause
Cause
RootCause
CauseCause
Cause
RootCause
Cause
Cause
Cause
RootCause
SecondaryRoot Cause
RootCause
SecondaryRoot Cause
D
E
Fishbon1_001
Reference:The Memory Jogger P. 23 - 30 Juran Quality Control Handbook P. 22.37 - 22.38
Fishbone Diagram
Copyright 2006 Omnex. All rights reserved41
Apply the Specific Tool
Page No. Application of Tool Answers (Possibilities)
12How to Think (Purpose)? Creative (Expanded) or Analytical (Focus)?
13 - 15
Category of Tool. When to apply the tool? 1. Identifying and Understanding 2. Analyzing 3. Implementing and Maintaining
16 - 18Where to apply the tool? A. / B. Where in the improvement process? C. Where in your organization?
OverallAdditional Comments (i.e Collect variable or attribute data?)
Name of Quality Tool:
Failure Modes & Effects Analysis (FMEA)
© Omnex All rights reserved
Copyright 2006 Omnex. All rights reserved43
• A systematic group of activities intended to:
1. Recognize and evaluate the potential failure of a product / process and the effects of that failure,
2. Identify actions that could eliminate or reduce the chance of the potential failure occurring, and
3. Document the entire process.
What is an FMEA
Copyright 2006 Omnex. All rights reserved44
FMEA Sequence
• Review all process operations• What can go wrong?• What are the effect(s)?• How bad is it?• What are the cause(s)?• How often does it happen?• How can this be prevented and detected?• How good are the methods of detection?• What can be done to improve the process?
Copyright 2006 Omnex. All rights reserved45
FMEA SequenceProcessFunction
Require.
Potential
Failure
Mode
Potential
Effect(s) of
Failure
Sev
Class
Potential
Cause(s)/
Mechanism(s)
Of Failure
Occur
Current
Process
ControlsPrevention
Current
Process
Controls
Detection
Detec
RPN
Recomm’d
Action(s)
Responsibility
& Target
Completion
Date
Action Results
Actions
Taken
Sev
Occ
D
e
t
R
P
N
ProcessSteps
What cango wrong?
What are theEffect(s)?
Howbadis it?
What are thecause(s)?
How can this beprevented
anddetected?
Howoften does it happen?
How goodare the
method(s) of detection?
What can be doneto improve
the process?
RiskPriorityNumber
What is the new RPN?
Analysis 1 Analysis 2 Analysis 3
Copyright 2006 Omnex. All rights reserved46
Analysis of a FMEA• A FMEA is like three separate analyses in one• Severity (scaled 1 to 10, where 10 = very Serious)• Occurrence (scaled 1 to 10, where 10 = high likelihood)• Detection (scaled 1 to 10, where 10 = can’t detect)• All three are multiplied
S x O x D = RPN (risk priority number)
• RPN ranges is from 1 to 1000, where lower = better• Must establish a customer agreed maximum RPN
– Common values have been 100, 70, 54, 42
Copyright 2006 Omnex. All rights reserved47
Type of FMEA’s
• Design
• System
• Bulk Material
• Process
• Service
• Machinery (new AIAG guideline)
• Safety
Copyright 2006 Omnex. All rights reserved48
Apply the Specific Tool
Page No. Application of Tool Answers (Possibilities)
12How to Think (Purpose)? Creative (Expanded) or Analytical (Focus)?
13 - 15
Category of Tool. When to apply the tool? 1. Identifying and Understanding 2. Analyzing 3. Implementing and Maintaining
16 - 18Where to apply the tool? A. / B. Where in the improvement process? C. Where in your organization?
OverallAdditional Comments (i.e Collect variable or attribute data?)
Name of Quality Tool:
Control Charts
© Omnex All rights reserved
Copyright 2006 Omnex. All rights reserved50
Control Chart Roadmap Select the appropriate variable to control Select the data collection point Select Type of Control Chart Establish basis for rational sub-grouping Determine sample size Determine measurement method/criteria Determine measurement system variation Perform initial capability study to establish control limits Set up forms for charting data Prepare procedures & train personnel Implement & monitor
(identify special causes thru pattern recognition)
Select the appropriate variable to control Select the data collection point Select Type of Control Chart Establish basis for rational sub-grouping Determine sample size Determine measurement method/criteria Determine measurement system variation Perform initial capability study to establish control limits Set up forms for charting data Prepare procedures & train personnel Implement & monitor
(identify special causes thru pattern recognition)
Copyright 2006 Omnex. All rights reserved51
Control Charts for Variable Data• Xbar Chart
– Measures the aim or center of the process– Monitors the change in the Mean of the variable across time
• Range Chart– Measures the gain or loss of uniformity– Monitors variability of the process over time
• Sigma Chart– Similar to Range Chart– Uses the sample estimate of Sigma
• Individuals Chart– Similar to Xbar– Plots individual points instead of the Mean
• Moving Range Chart– Similar to Range chart– New range is plotted with each consecutive point– Used with the Individuals chart
• Xbar Chart– Measures the aim or center of the process– Monitors the change in the Mean of the variable across time
• Range Chart– Measures the gain or loss of uniformity– Monitors variability of the process over time
• Sigma Chart– Similar to Range Chart– Uses the sample estimate of Sigma
• Individuals Chart– Similar to Xbar– Plots individual points instead of the Mean
• Moving Range Chart– Similar to Range chart– New range is plotted with each consecutive point– Used with the Individuals chart
Copyright 2006 Omnex. All rights reserved52
302010Subgroup 0
75
70
65Sam
ple
Mea
n
X=70.13
3.0SL=76.41
-3.0SL=63.85
20
10
0
Sam
ple
Ran
ge
R=10.89
3.0SL=23.03
-3.0SL=0.00E+00
Xbar/R Chart for Length
302010Subgroup 0
75
70
65Sam
ple
Mea
n
X=70.13
3.0SL=76.41
-3.0SL=63.85
20
10
0
Sam
ple
Ran
ge
R=10.89
3.0SL=23.03
-3.0SL=0.00E+00
Xbar/R Chart for Length
Xbar-R Example
Copyright 2006 Omnex. All rights reserved53
Control Charts for Attribute Data• P Chart (Percent or Fraction Defective of units non-conforming/
defective)– Subgroup sample size may not be equal– Good/Bad or Pass/Fail
• NP Chart (Number of units non-conforming/ defective)– Equal subgroup sample sizeExamples: Oil filter does not leak/leaks or Lamp lights/does not
light• C Chart (Number of non-conformities/ defects)
– Equal subgroup sample size– Each unit can have more than one non-conformance/ defect
• U Chart (Number of non-conformities/ defects per unit)– Subgroup sample size may not be the equalExamples: Paint defects on an oil filter or Errors on an invoice
• P Chart (Percent or Fraction Defective of units non-conforming/ defective)– Subgroup sample size may not be equal– Good/Bad or Pass/Fail
• NP Chart (Number of units non-conforming/ defective)– Equal subgroup sample sizeExamples: Oil filter does not leak/leaks or Lamp lights/does not
light• C Chart (Number of non-conformities/ defects)
– Equal subgroup sample size– Each unit can have more than one non-conformance/ defect
• U Chart (Number of non-conformities/ defects per unit)– Subgroup sample size may not be the equalExamples: Paint defects on an oil filter or Errors on an invoice
Copyright 2006 Omnex. All rights reserved54
Chart P Example
3020100
0.05
0.04
0.03
0.02
0.01
0.00
Sample Number
Pro
po
rtio
n
P Chart for FinalTes
P=0.02747
3.0SL=0.04939
-3.0SL=0.005539
3020100
0.05
0.04
0.03
0.02
0.01
0.00
Sample Number
Pro
po
rtio
n
P Chart for FinalTes
P=0.02747
3.0SL=0.04939
-3.0SL=0.005539
Copyright 2006 Omnex. All rights reserved55
Apply the Specific Tool
Page No. Application of Tool Answers (Possibilities)
12How to Think (Purpose)? Creative (Expanded) or Analytical (Focus)?
13 - 15
Category of Tool. When to apply the tool? 1. Identifying and Understanding 2. Analyzing 3. Implementing and Maintaining
16 - 18Where to apply the tool? A. / B. Where in the improvement process? C. Where in your organization?
OverallAdditional Comments (i.e Collect variable or attribute data?)
Name of Quality Tool:
Value Stream Mapping
© Omnex All rights reserved
Copyright 2006 Omnex. All rights reserved57
Drawing Current State Maps 1. Draw customer & supplier icons
2. Draw customer and supplier information flows
3. Draw delivery icons with frequency of deliveries
4. Draw & label operation boxes
5. Draw icons for raw, W.I.P. & F.G. inventories
6. Draw scheduling information flows
7. Draw material flows between operations
8. Draw data boxes for each operation
9. Calculate inventory days for each storage location
10. Draw timeline
11. Label and date the map – current state map for….
Copyright 2006 Omnex. All rights reserved58
Current State Mapping Icons
OutsideCustomer or
Supplier
Operation
Operator
I
InventoryStorage Point
I
InventoryPushed Ahead Shipment
Data Box
Electronic Information Flow
Scheduling Information Flow
Customer Delivery
Supplier Delivery
Copyright 2006 Omnex. All rights reserved59
VA & NVA Timelines
Draw value-added time down on the timeline, draw non value-added time up
Inventory Days Inventory Days
Cycle Time Cycle Time Cycle Time
Total N.V.A. Time
Total V.A. Time
Copyright 2006 Omnex. All rights reserved60
PRODUCTIONCONTROL
MRPWeekly PO fax
90/60/30 DayForecast
90/60/30 DayForecasts
Weekly Order
8400 pcs/mo
Skid = 40 pieces
Distributors& Installers
Weekly
Weekly
ISheets4000
I3000
I1000
I800
I2200
I4800
FS = 600 SQ FS = 800 SQ FS = 300 SQ FS = 4000 SQ
9.5 days 7 days 2.4 days 1.9 days 5.2 days 11.4 days
25 seconds 60 seconds 35 seconds 20 seconds 40 seconds
Lead Time = 37.4 DAYS
Production Time = 180 sec
Weekly ShipSchedule
Weekly Schedule2500 Sheets
Michigan Steel Co.
C/T=25 sec.
C/O= 90 sec.
U/T = 95%
QR = 99%
SHEAR PUNCH
1
C/T=60 sec.
C/O= 0
U/T = 95%
QR = 98%
FORM
1
C/T=35 sec.
C/O=40 min.
U/T = 90%
QR = 95%
1
C/T = 20
C/O=0
U/T = 99%
10
C/T=40 sec.
C/O=0
U/T = 95%
SHIPPING
Staging 1
FS = 600 SQ
S. WELD
QR = 98% QR = 97%
PAINT/BOX
Copyright 2006 Omnex. All rights reserved61
Rolled Throughput Yield (RTY) = FTQ (Yield) of all Operations Multiplied
Process Leadtime Days = Value-Added Time + Non Value-Added Time
Process Efficiency % = (VAT / Process Leadtime) x 100%
Inventory Days = Number Pieces divided by Daily Sales (for Raw, WIP & FG).
Floor Space = Total Square Footage of Production + Inventory Stores
Labor Productivity Ratio = Average Daily Sales / # Operators
Availability = Average of Uptime % for all Operations in the Process
Rolled Throughput Yield (RTY) = FTQ (Yield) of all Operations Multiplied
Process Leadtime Days = Value-Added Time + Non Value-Added Time
Process Efficiency % = (VAT / Process Leadtime) x 100%
Inventory Days = Number Pieces divided by Daily Sales (for Raw, WIP & FG).
Floor Space = Total Square Footage of Production + Inventory Stores
Labor Productivity Ratio = Average Daily Sales / # Operators
Availability = Average of Uptime % for all Operations in the Process
Process Scorecard Measures
Process Performance is a lagging indicator – improvements will show on this scorecard after Lean Projects have been successfuly deployed!
Process Performance is a lagging indicator – improvements will show on this scorecard after Lean Projects have been successfuly deployed!
Copyright 2006 Omnex. All rights reserved62
Future State Maps• Future State Maps describe the value stream as it
could be – the ideal state!• The Future State Map is the Blueprint you will use to
plan improvement projects.
Copyright 2006 Omnex. All rights reserved63
Future State Icons
Withdrawalform a
Supermarket
Supermarket
WithdrawalKanban
Leveling
ProductionKanban
KanbanPath
SignalKanban
OXOXKaizenProject
Required
KanbanPost
FIFO
KanbanArriving in
Batches
First-InFirst-Out
Flow
max 50 pcs
Copyright 2006 Omnex. All rights reserved64
PRODUCTIONCONTROL
MRPDaily PO fax
90/60/30 DayForecast
90/60/30 DayForecasts
Daily Order
8400 pcs/mo
Skid = 40 pieces
Distributors& Installers
Daily
Daily Ship Schedule
500 Sheets
Michigan Steel Co.
SHIPPING
Staging
1 Day 2 Days
10
PAINT/BOX
40
Body Cell
2 Days
Daily
C/T = 59 sec.
C/O = 90 sec.
Uptime = 99%
FTQ = 99%
FS = 875
1
FS = 4000 SQ
C/T=40 sec.
C/O=0
U/T = 95%
FTQ = 97% Present State MapDSM Cabinet Body CellNovember 7, 2003
TT = 60 sec.
40
40
Copyright 2006 Omnex. All rights reserved65
Measure Baseline State Present State Improvement
Raw Inventory Days
WIP Inventory Days
F.G. Inventory Days
Process Leadtime
Process Efficiency
Rolled Throughput Yield
Floor Space
E.P.E.I.
Labor Productivity
Process Scorecard for: ____________________DSM Cabinet Body Mfg.
9. 5 Days 2 Days 79%
16. 5 Days 1 Day 94%
11. 4 Days 2 Days 82%37. 4 Days 5 Days 87%
88% 94% + 6%
2300 SQ Ft. * 875 SQ Ft. * -1425 Sq Ft.
2. 4 Days 2.5 hours 85%
105 / OP. * 420 / OP. * 400%
. 02% . 07% 250%
* Mfg. Only.
Copyright 2006 Omnex. All rights reserved66
Apply the Specific Tool
Page No. Application of Tool Answers (Possibilities)
12How to Think (Purpose)? Creative (Expanded) or Analytical (Focus)?
13 - 15
Category of Tool. When to apply the tool? 1. Identifying and Understanding 2. Analyzing 3. Implementing and Maintaining
16 - 18Where to apply the tool? A. / B. Where in the improvement process? C. Where in your organization?
OverallAdditional Comments (i.e Collect variable or attribute data?)
Name of Quality Tool:
Copyright 2006 Omnex. All rights reserved67
Summary & Review
• Types of Quality Tools– Traditional Quality Tools– Commonly Used Additional Tools– Some Other Quality Tools
• Types, or categories of Tools– HOW TO THINK
• When & Where to Apply
Thank youQ & A!
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