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Evaluate Detailed Design Capability

6sDESIGN FOR SIX SIGMA

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Functional Requirements:Quality 0 DefectsCost $200/OrderDelivery 1 Day

TRANSMITORDER

VERIFY

EXAMPLEFLOWDOWN

Pilot Results

Performance

Results

Detailed Design

Production Build &Test

I want the righttrucks at theright place atthe right time

QualityDeployment

CTQs: Quality 0 DefectsCost $1000/OrderDelivery 30 Days

DELIVER

Level 1Process

Design Requirements:Quality Correct TranslationCost $100/OrderDelivery 3 Hrs

DEVELOPSPECS

Level 3

Microprocess

REVIEW

BUILDORDER

CUSTOMERORDER

APPROVE

Pilot Build & Test

Evaluate High-LevelDesign Capability

Process VariablesSpecification

Concept Development

High-Level Design

DesignRequirements

DESIGN

ANALYZ

E Level 2Process

Evaluate DetailedDesign Capability

FunctionalRequirements

Quality Deployment

FunctionalAnalysis

Product/ServiceCTQs

MEASU

RE

Variables Specification:Quality All Spec Fields CompleteCost $50/OrderDelivery 20 Minutes

FLOW-UP

OEMORDER

CustomerNeeds

Requirements Flowdown

And Capability Flow-Up

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Activity Network Diagram (AND)/Program Evaluation

Review Technique (PERT) Chart To Predict CriticalPath/Cycle Time

Failure Modes And Effects Analysis (FMEA)/Error ModesAnd 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 OfProduct/Service

Simulation Software Predicts Product/ServicePerformance, Includes Variability Of Inputs/CTPs

Design ScorecardsProvide Focus And Accounting

Method For Overall Capability Prediction

Tools To Predict/Improve Design Capability

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Crystal Ball Microsoft Excel Add-On Package ThatPerforms Monte Carlo Simulation

Useful For Static Simulation Efforts (No Queuing,Bottlenecks)

Propagates Variability Of Inputs To Predict VariabilityOf Output(s)

Applications Include:

Profit/Loss Predictions Net Annual Worth

Equipment Performance/Life

Crystal Ball

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GE Capital Aircraft Leasing* Is Considering An

Investment In A New Type Of Light Aircraft

The Team Responsible For TheRecommendation Wishes To Evaluate ThePotential Profitability Of The Aircraft, But

There Is Uncertainty Around The Inputs

Crystal Ball Example The Problem

* Not a real example

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Crystal Ball Example The Approach

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Crystal Ball Example The Solution

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Crystal Ball Menu

Assign distributions to cells(Generally done with Xs)

Assign cells to be forecasted(Generally for the Ys)

Highlight cells withdistributions

Highlight cells withforecasts

Copy, Paste, andClear Distributions

Run Preferences

(Iterations, Sensitivity, etc.)

StartStopResetSingle Step

Forecast Windows -what you see as the result

Overlay ChartCan add distributionto histogram or compare results

between forecasts

Trend ChartWill trend acrossForecasts

Sensitivity Analysis:good for tolerancing

Summary Reports

shows assumptionsand results

Output results tonew sheet

HELP !

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~~~ ~~~ ~~ ~~ ~~ ~~ ~~ ~~ ~~~


Verify Step

OK

Design Scorecards Continued Application

Design

Capability Data

Product

Process

Information

Human

Facility

Equipment

Materials

DataWarehouse

Simulation

Calculation

Delphi

Benchmarking

Design ScorecardStep CTQ USL LSL X S DPMO DPU Step

Sigma Predicted

Process

Sigma

No

Yes

Redesign

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Design Scorecards

Completing the Performance Scorecard

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 ofqueuing should be included in estimating continuous CTQs such as time and cost. This may require performing a simulation study of the process underdesign.

(Note: the first four columns constitute the components of theservices 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 continuousrequirement (i.e., cost, time), list the upper and lower specification limits. A requirement may have both an upper and lowerspecification 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 withcharacteristics whose distributions are non-normal.

DPU For continuousdata, this is the percent of area under the long term distribution outside of the specification limits (with sLT = 1.3sST). For discretedata,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.

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Design Scorecards

Internal Process Scorecard Loan Application Function

Process/Step ProcessCTQ/DesignRequirement

LSL USL Mean Std. Dev. Short orLongTerm

DPMO # TimesApplied

DPU ShortTermSigma

(ZST)

Discuss Needs UnderstandCustomersLoan Needs

50,000 1 0.05 3.2

Describe Options AppropriateOptionsDescribed

100,000 1 0.1 2.8

KnowldgbleReps

10,000 1 0.01 3.8

Take Application Cycle Time - 30 min 21 min. 3 min. L 1 0.0014 4.5

CorrectInformationObtained

7,000 201 0.14 4.0

General (all steps) Availability ofReps

5 SecondAnswer

3 Sec. 1 Sec. L 1 0.023 3.5

FriendlyDemeanor

5,000 1 0.005 4.1

Total Opportunities 25

Function DPU 0.33

Function DPMO 13,176

Function ZST

3.7

Notes: 1. 20 Data Elements Requested for Loan Application.

Design Scorecards For Small Business Loan Service

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Design Scorecards

Completing the Internal Process Scorecard

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 overallfunctions 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 beingdesigned (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 GenerateCheckprocess will have accuracy, timeliness and cost requirements.

LSL, USL For each continuousrequirement (i.e., cost, time), list the upper and lower specification limits. A requirement may have both an upper and lowerspecification 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 froma simulation of the process (e.g., some form of s imulation, computer-based, or a process mock-up), or a Delphi method.


DPMO For discreterequirements, 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 thanonce), list this number.

DPU For continuousdata, this is the percent of area under the long-term distribution outside of the specification limits multiplied by the number of times theprocess is applied (with sLT = 1.3sST). For discretedata, this is the DPMO times the number of times applied divided by 10

6.

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 Numberof TimesApplied Column.




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Design Scorecards

Design Scorecards For Small Business Loan Service(continued)Supplier Process Scorecard

Process/Step/Output ProcessCTQ/DesignRequirement

LSL USL Mean Std. Dev. Short orLongTerm

DPMO # TimesApplied DPU ShortTermSigma

(ZST)

Local/Long Distance Telephone Company

Service Availability 1 0.0003 4.9

Electric Utility

Service Availability 1 0.0001 5.2

Credit Service Bureau

Credit Checks Cycle Time 45 min. 15 min. 10 min. 1 0.0014 4.5CorrectInformationProvided

60,000 8 0.48 3.1

Appraisal Service

Collateral Check Cycle Time 480 min. 460 min. 30 min. 1 0.25 2.2

CorrectCollateralAssessment

80,000 6 0.48 2.9

Express Mail Service

Delivery Service Cycle Time 24 hrs. 18 hrs. 2 hrs. 3 0.0014 4.5

CorrectDelivery

1,000 3 0.003 4.6


Function DPU 1.22

Function DPMO 50,675

Function ZST 3.1

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Design Scorecards

Completing the Supplier Process Scorecard

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 encouragesthe 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 processscorecard 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 asclaims 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, theGenerate Checkprocess will have accuracy, timeliness and cost requirements.

LSL, USL For each continuousrequirement (i.e., cost, time), list the upper and lower specification limits. A requirement may have both an upper andlower 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, asimulation of the process (e.g., computer-based, or a process mock-up), or a Delphi method.


DPMO For discreterequirements, 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 morethan once), list this number.

DPU For continuousdata, this is the percent of area under the long-term distribution outside of the specification limits multiplied by the number of timesthe process is applied (with sLT = 1.3sST). For discretedata, 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 Numberof TimesApplied Column.




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Design Scorecards

Design Scorecards For Small Business Loan Service(continued)

Software Process Scorecard

Software Module Opportunities Short or LongTerm

DPMO Total DPU Short TermSigma (Z

ST)

Loan Data Input 20 Data L 100 0.0020 5.2

Automated Credit Check 6 Data L 100 0.0006 5.2

Collateral Input 5 Data L 200 0.0010 5.0

Loan Data Storage 8 R/W L 300 0.0024 4.9

Package Combination 3 Operations L 100 0.0003 5.2

Risk Analysis 5 Operations L 100 0.0005 5.2

Automatic Approval 6 Calcs L 200 0.0012 5.0Committee Review 1 Screen L 600 0.0006 4.7

Loan Approval/Denial 4 Data L 100 0.0004 5.2

Loan Package Print 30 Data L 200 0.0060 5.0

Account Data Entry 10 Data L 300 0.0030 4.9

Account Setup 40 Data L 100 0.0040 5.2

Check Print 4 Data L 100 0.0004 5.2


Function DPU 0.0224

Function DPMO 158

Function ZST

5.1

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Design Scorecards

Completing the Software Scorecard

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 tocreate 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 asimulation of the software or the Delphi method.

Total DPU For discretedata, this is the DPMO times the number of opportunities divided by 106 (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 106) 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 ZST This equals the short-term Sigma (shift = 1.5) corresponding to the above Function DPMO on a one-taileddistribution.

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Design Scorecards

Design Scorecards For Small Business Loan Service(continued)

The Top Level Scorecard

Service Function(Level 1 Process)

Performance Internal Process Supplier Process Software

DPU Opps DPU Opps DPU Opps DPU Opps

Performance Overall 0.0354 4

Software Overall 0.0224 142

Loan Application 0.33 25

Loan Processing 1.22 28

Loan Approval 0.11 6

Account Setup 0.354 42

Telephone Co. 0.0003 1Electric Co. 0.0001 1

Credit Bureau Service 0.48 9

Appraisal Service 0.73 7

Delivery Service 0.0044 6

Total DPU 0.0354 2.01 1.21 0.0224Total Opportunities 4 101 24 142Short Term Sigma (Z

ST) 3.9 3.5 1.5 5.1

Scorecard DPU 3.278Scorecard Opportunities 271Scorecard Z

ST 3.7

6

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Design Scorecards

Completing the Top-Level Scorecard

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/TotalOpportunities.

Scorecard DPUThis is the row total of Total DPU.

Scorecard OpportunitiesThis 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 becompared to targets; if there is a gap, then the Process (Internal and Supplier), Software and Performance scorecards areanalyzed to determine the Pareto of improvement opportunities. The team would then redesign weak areas, recalculate the sigmasand iterate the process until the desired overall service sigma level is achieved.

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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?

Questions for Project Teams (examples)

Understand the numbers and what

drives them.

6

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To Identify And Prioritize Parts Of The Product OrProcess That Need Improvement

To Improve The Quality, Reliability, And Safety OfProducts And Services

To Increase Customer Satisfaction

To Document And Track Actions Taken To Reduce Risk

Failure Modes And Effects Analysis (FMEA) Purpose

6

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Product Or Service Design FMEA

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 CauseProcess 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

Types Of FMEA

6

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Failure/Error Mode: The How An Item Fails Or Error Is Made

Paper Handler Jams

Failure/Error Cause: Why The Failure Or Error Occurs Actionable Causes

Paper Stapled Together

Paper Misaligned

Paper Too Thick

Failure/Error Effect: What Happens To The Process When The Failure/ErrorMode Occurs?

Copying Job Stops

Failure/Error Mode Detectability: Can The Failure/Error Be Detected BeforeSomething Bad Occurs?

Machine Stops

Front Display Indicates

Jam In Paper Handler

FMEA/EMEA Process

Customer Not Invoiced

Invoice Lost In Mail

Sales Data Entered Too Late In Billing Cycle

Data Base Failure

Loss Of Revenue

Customer Upset When Error Detected

Weekly Reconciliation Of Sales/AccountsReceivable Data

6C

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1. Determine The FMEA/EMEA Purpose2. 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

Steps For Completing An FMEA/EMEA

6E l D il d D i C bili

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Calculating Risk Priority Number (RPN)

Severity Scale

Occurrence Scale

Detection Scale

Bad

Good

Injure A Customer Or Employee

Be Illegal

Render Product Or Service Unfit For Use

Cause Extreme Customer Dissatisfaction

Result In Partial Malfunction

Cause A Loss Of Performance WhichIs 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 MinorEffect On Performance

Be Unnoticed And Not Affect ThePerformance

10

9

8

7

6

5

4

3

2

1

Rating Criteria: A Failure Could

More Than Once Per Day

Once Every 3-4 Days

Once Per Week

Once Per Month

Once Every 3 Months

Once Every 6 Months

Once Per Year

Once Every 1-3 Years



10

9

8

7

6

5

4

3

2

1

Rating Time Period

30%

30%

5%

1%

.03%

1 Per 10,000

6 Per 100,000

6 Per Million

3 Per 10 Million

2 Per Billion

Probability

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 OfControl Conditions

SPC As Above With 100% Inspection Surrounding OutOf Control Conditions

All Units Are Automatically Inspected

Defect Is Obvious And Can Be Kept From AffectingThe Customer

10

9

8

7

6

5

4

3

2

1

Rating Definition

RPN = Severity x Occurrence x Detection

6E l t D t il d D i C bilit

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Potential Failure Modes And Effects Analysis Worksheet

Requests

Infos

Misses

Required

Items (L.O.)

Incomplete

Application

Delays

5 8 7 280

Process/Product:FMEA Team:

Black Belt:

FMEA Date: (Original)(Revised)

Page:of

FMEA Process Action Results

Item/Process

Step

PotentialFailure Mode

PotentialEffect(s) Of

Failure Severity Potential

Cause(s) OfFailure

Occurrence

Detection

RPN Recommended

Action

ResponsibilityAnd TargetCompletion

Date

Total Risk Priority Number Resulting Risk Priority Number

ActionTaken

Severity

Occurrence

Detection

RPNCurrent

Controls

Small Business LoanAppeal ProcessSBLCC. Zechberg

5/25/97

3 5

Distracted,

Cant

Remember

Create

Checklist

JL/6/97

CollectsWrong

Info (L.O.)

ApplicationErrors,

Delays

5 10 7 350Office Noise,Telephone

Connection,

Customer

Supplied

UseHeadphones

HD/6/97

Enters On

Computer

Application

Review

ApplicationReview

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GSO DFSS Green Belt Training

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Power-off interlocks whencopier door is open

Child-locks on car doors

Program cash register tocalculate change

Program phone numbers

Match TaskTo Abilities

Stratify/Specialize

Tasks

DistinguishTasks

EliminatePossibility

Of Error

DelegateNecessaryDecisions

Facilitate

Tasks

DetectErrors

MitigateErrors

Error-proofing

Prevent

Errors

MitigateErrors

Provide spell checkingfunction in word processor

Collision avoidance radarin planes

Auto correct feature inword processor

Program VCR totape show viaprogram code

Place similarmaterials inbins, separatebins

Color-codesimilar parts,wires

Note:For services, a service recovery action may be planned for errors/defects that

reach the customer.

Errorproofing Principles

Action Results

ActionTaken

Severity Occurance Detection

FMEA PROCESS

ProcessStep

PotentialFail Mode

Potential Effectsof Failure

SEV.

FMEA: Identify Problem Areas.

Errorproofing: Developing Solutions.

RPN

GSO DFSS - Green Belt Training

6Evaluate Detailed Design Capability

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Fail-Safe Design

Process Simulation/Validation

Countdowns

Verifications Cutoffs, Interlocks

Alarms

Automation, Robots

Work Reorganization

Job Rotation

Sensory Multipliers

Templates, Masks, Checklists

Training, Communication

Clarify Multiple Standards Reduce Atmosphere Of Blame

Procedure Skull And Crossbones

Involve Workers/Staff InErrorproofing Activities

Service Recovery

Errorproofing Strategies

6Evaluate Detailed Design Capability

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Explore Potential Problems In Your Process And IdentifyPotential Improvements Using FMEA/Errorproofing

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

20 Minutes

FMEA/Errorproofing Team Breakout Exercise

Objective

Instructions

Time

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Prepare Control And Verification Plans

6sDESIGN FOR SIX SIGMA

6Prepare Control And Verification Plans

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Design Integrated And Complete Product/Service

Process

Information

Human

Facilities

Equipment

Materials

Capability Predicted

The Bridge To Process Management

Process Up And Running Process Controlled

Owners

Control Methods

Measurements

Improvements

Business Results

Customer Satisfied AndDelighted

D AM D

The Last Step Of Design Builds The Bridge To

Operations And Ongoing Improvement

Current State Desired State


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A System Of Activities Whose Purpose IsTo Maintain Process Performance At A

Level That Satisfies Customers Needs And

Drives The Ongoing Improvement OfProcess Performance

Process Control System


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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)

Process Control


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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)

What Should Be Monitored?

6


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Understand And Manage Variation


Time

UCL

CTQ/CTPMeasure

LCL

Process Control Monitoring And Measuring


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p

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

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)

A Process Management Chart Is A Flowchart And Matrix WhichHelps You Manage A Process By Summarizing

StandardizingAnd Documenting

Monitoring

Response Planning


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DeploymentFlowchart

Key ProcessAnd OutputMeasures

The Plan For Doing The Work Checking The Work Act: The Response To Special Causes

Detail On

Key Tasks

Monitoring

Standards

Method ForRecording

Data

Damage

Control

ProcedureFor ProcessAdjustment

Procedure ForSystem

Improvement

For EachKey StepIn TheOperation,Show HowThe TaskShould BeDone, OrRefer To ADocumentWhich

DescribesThe Step.

Identify In AWord OrPhrase TheMeasures ToBe MonitoredIn EachCritical Step(e.g.,Defects,Timeliness,

etc.).

Begin WithThose Vital

Signs Which

Are RelatedTo ProblemsYou HaveExperienced.

For EachMeasure,Describe AnyImportantTarget,NumericLimits, OrTolerancesTo Which AProcessShould

Conform If ItIs RunningWell.

TheseStandardsMay ComeFromCustomers,RegulatoryPolicies,(ISO) OrProcessKnowledge

Expertise.

For EachMeasure,DescribeHow TheMonitoredData ShouldBe Recorded

(e.g.,Checklist,Run Chart,Scatter

Diagram,Pareto, etc.).

Describe, IfNecessary,Who ShouldRecord TheData AndHow.

Who ShouldDo WhatWith TheOutput OfTheDefectiveProcess?

What Should

Be Done ForThose WhoWere Ill-Served ByTheseDefects?

WhatAdjustmentsShould BeMade ToAssure ThatThere Will

Be NoDefects InThe NextIteration?

What Must BeDone To GainSufficientUnderstandingOf This ProcessSo That TheAssociatesKnow WhatAdjustments AndAccommodationsAre Routinely

Necessary ToPrevent ARecurrence OfThis Problem?

Who In TheOrganizationNeeds WhatData In WhatForm InOrder ToMake ASoundDecisionRegardingNew Systems

Or RemediesAt DeeperLevels In TheOrganization(e.g.,Changes InBasicDesigns OrPolicies)?

Standardizing AndDocumenting

Monitoring Response Planning

The Monitoring Section of this chart should be based primarily on the work ofcreating the Design Scorecards.

p

Process Management Chart: Description


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6 s

GE Confidential

p

DeptA

DeptB

OutputMeasure

Standard/Specification

Method ForSampling/

Recording Data

ImmediateControl/Fix

Process/System Improvement

Timely(PCI Only)Issuance

QualityIssuance

TimeIssuance

Level OfSatisfaction

Level OfUnderstanding 100% Of

Customers WithFull Understanding

90% OfCustomers In VeryGood AndExcellent (SQMIS)

POS To FaxTransmittal OnReceipt Within 15Minutes

100% Of The PCMemos AreAccurate, LegibleAnd CompleteRequiring NoFollow-Up WithIndividual PC Rep.

100% Of The FaxTransmittals AreInput To BCRISWithin 45 Min. UponReceipt

Monthly CustomerSurvey Conducted ByMeasurements GroupSQMIS

PC Samples 25 FaxTransmittals Per Day AndPlots % CompletedWithin Standard By Day

PC Exception ReportsTrack How Many TimesPer Day Follow-Up IsNecessary With PC Rep.By PCI

Graph The Number OfExceptions By Day AndTally Reasons By Week

PCI Samples BCRISOrders Per Day And Plots% Completed WithinStandard By Day

Train Individual Rep./Staff

Discuss/ReviewSuggestions At ScheduledPC Site Meetings

Assign Individual To HandleAll Fax Transmittals

Reviewed Monthly By Reg. SPComm. And NPA BOM

Reviewed Weekly By NPASP Comm.

Reviewed Monthly ByReg. SP Comm, And NPABOM.

Measures Reviewed Weekly ByNPA SP Comm.

Measures Reviewed Monthly ByReg. SP Comm, And NPA BOM.

Reviewed Weekly By NPASP Comm.

Reviewed Monthly ByReg. SP Comm, And NPABOM.

Reviewed Monthly By Reg. SPComm. And NPA BOM

Monthly CustomerSurvey Conducted ByMeasurements Group

Process:Purpose:

Process Owner:

Check The Process

Date:Rev.:

Act/Fix Problem

CustomerRequestsService

CustomerRequestsService

IssueBCRISOrder

IssueBCRISOrder

IssuePC

Memo

DeptC

Input/Process

Measures

Process Management Chart: Example


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Table Team Exercise

Determine How To Control The Quality And CostOf A New Process.

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

20 Minutes

Objective

Instructions

Time

6 sDesign Summary

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42 19990036-1 DFSS-DesignGE Confidential

Road Map

Reviews:Tollgate 4Design Phase

Evaluate Detailed

Design Capability Predict/Improve Design

Capability Capability Analyses Failure Modes And Effects

Analysis Simulate Process Performance

Hold Design Reviews(Incl. Risk Assessment)

Capability, Produceability Compliance, Hardware, Software Integrate Design And Freeze

Develop Detailed Design Plan Detailed Design Effort

Design Elements

Develop Detailed Processes Develop Alternatives Choose Best Develop Details Procurement

Determine And Measure CTPs Specification Limits

Control Points, Measurements

Prepare Control/

Verification Plan Develop Control Strategy

Control Charts/Measure Process Owners/ParticipantsDocumentation

Test And Validation Planning Pilot Test Plan Developed/

Approved

Hold PilotProcess Release

Readiness Review

Tools: Process Map IT Logical/Physical Design Facilities Design Job Design Specifications QFD Benchmarking

Control Plan Process Management Charts Standards/Procedures Pilot/Test Plan

AND/PERT FMEA/EMEA Simulation Software Tolerance Analysis Design Scorecards

VerifyAnalyzeMeasureDefine Design

Main Deliverables - Detailed DesignControl Plan

6 sDesign Summary

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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

Lessons Learned

6 sDesign: Tollgate 4

GSO DFSS - Green Belt Training

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Develop Detailed Process Design- Detailed Process Map Finalized - Process Map

- Functional Review and Approval- Define CTP Measurements & Targets - In-Process Metrics- Implement Collection Routines established

Simulate Process & Understand Capability of New Process - Simulation Validation- If redesign required, implement fixes

Develop Control Strategy - Control Plan- Control Plan Established- Control Charts Developed

Develop Test Plan - 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

Master Black Belt

Process Manager

Business Champion

Master Black Belt

GSO GE Business

Functional Owner(s)

Business Champion

Tollgate 4 Objective: Approved Test Plan & Timeline

Documents

GE6sigma