SENIOR LEADER'S SEMINAR CHAPTER 5 LESSON 3. 2

Lesson 3

Stabilize the Process

SENIOR LEADER'S SEMINAR CHAPTER 5 LESSON 3. 3

Objectives

You will be able to understand:

• Key activities for process stability

• Difference between special and common cause variation

• Responsibilities for taking action on variation

• Difference between specifications and control limits

SENIOR LEADER'S SEMINAR CHAPTER 5 LESSON 3. 4

Lesson 3: Stabilize the Process

Activity 3.1 Determine process measures

Activity 3.2 Examine the process by using control charts

Activity 3.3 Act on special causes

Activity 3.4 Check for capability

SENIOR LEADER'S SEMINAR CHAPTER 5 LESSON 3. 5

Activity 3.1 Determine Process Measures

• Process measures must:

- be objective and representative of the process

- measure appropriate quality characteristics

• Flow charts are useful tools for determining process measures

SENIOR LEADER'S SEMINAR CHAPTER 5 LESSON 3. 6

Determine Process Measures

SuppliersCVN

Processes

Products&

Services

AirWing

Inputs Processes Outputs Outcomes

• Quality of supplies• Time to deliver• Condition of materials• Accuracy of information• etc.

• Ordnance assembly• Moving ordnance• Staging ordnance• etc.

• Launch / recover• Berthing / messing• Training time• etc.

• Timely launch / recovery• Safe launch / recovery• Effective launch / recovery• Satisfaction with service• etc.

SENIOR LEADER'S SEMINAR CHAPTER 5 LESSON 3. 7

Run Chart

Ela

ps

ed

Tim

e (

min

ute

s)

Sequence

Average

• Line graph showing variation plotted over time

55

50

45

40

35

30

SENIOR LEADER'S SEMINAR CHAPTER 5 LESSON 3. 8

Activity 3.2 Examine the Processby using Control Charts

• Line graph that shows process variation • Limits calculated from process data

Average

UpperControlLimit

LowerControlLimit

Time or Sequence

Me

as

ure

men

t

SENIOR LEADER'S SEMINAR CHAPTER 5 LESSON 3. 9

Common Causes

Average

UCL

LCL

Time or sequence

Me

as

ure

men

t

• Data appear randomly

• Control limits provide predictable range

SENIOR LEADER'S SEMINAR CHAPTER 5 LESSON 3. 10

Average

UCL

LCL

Time or sequence

Me

as

ure

men

t

• Appear as nonrandom variation

• Are not predictable

Special Causes

SENIOR LEADER'S SEMINAR CHAPTER 5 LESSON 3. 11

Activity 3.3 Act on Special Causes

Common Causes: - Inherent in the process

- Affect everyone in the process- Affect all outcomes of the process

Special Causes: - Are not in the process all the time

- Do not affect everyone in the process- Arise because of specific circumstances

SENIOR LEADER'S SEMINAR CHAPTER 5 LESSON 3. 12

Responsibility forReducing Variation

• Special cause - people working in the process

• Common cause - command’s leaders & managers

SENIOR LEADER'S SEMINAR CHAPTER 5 LESSON 3. 13

Avoid Tamperingand Underadjusting

• Taking action when no action is needed

• Failing to act when action is required

SENIOR LEADER'S SEMINAR CHAPTER 5 LESSON 3. 14

Specifications vs Control Limits

UCL

LCL

Time or sequence

Me

as

ure

men

t

Sp

ecif

icat

ion

s

SENIOR LEADER'S SEMINAR CHAPTER 5 LESSON 3. 15

Activity 3.4 Check for Capability

• Unstable- Measures fall outside control limits, or- Measures show non-random pattern

• Stable- Measures fall randomly within control limits

• Capable- Stable process that also meets customer or mission requirements

SENIOR LEADER'S SEMINAR CHAPTER 5 LESSON 3. 16

Stability and Capability

LCL

UCL

USL

LSL

Situation 1

SENIOR LEADER'S SEMINAR CHAPTER 5 LESSON 3. 17

Stability and Capability

LCL

UCL

USL

LSL

Situation 2

SENIOR LEADER'S SEMINAR CHAPTER 5 LESSON 3. 18

Stability and Capability

LCL

UCL

USL

LSL

Situation 3

SENIOR LEADER'S SEMINAR CHAPTER 5 LESSON 3. 19

Stability and Capability

LCL

UCL

USL

LSL

Situation 4

SENIOR LEADER'S SEMINAR CHAPTER 5 LESSON 3. 20

Lesson Summary

Activity 3.1 Determine process measures

Activity 3.2 Examine the process by using control charts

Activity 3.3 Act on special causes

Activity 3.4 Check for capability

Stabilize the Process