Six Sigma Template Kit

DMAICSix Sigma Templates

Breakthrough StrategyStepMAICFocusActionQuestionKnowSeeToolDataLocation1MeasureCTQSelect CTQ CharacteristicDoes the selected CTQ offer high impact -- quality, cost or time ?Selection critieria and timeframeDecision MatrixBrainstorming, pareto, C&E analysis, process/design FMEA, COPQ, RTY, dpu, Y.normContinuous and discrete data, Spec Limits for short term,Simulator, QA/QC, Manufacturing2MeasureCTQDefine Performance StandardsCan stated performance standards satisfy customer and business needs?Mean, target, Spec Limits, functional limits, required capabilityGraphical presentation of requirementsCommunication with customers, Strat Plan, Design specificationsReliability and warranty data, engineering data, Mean, Standard Deviation, Spec Limits for short termSimulator3MeasureCTQValidate Measurement SystemIs the current measurement system acceptable by conventional standards?P/T and R&R valuesGRR TableGage R&R spreadsheetSample Data over process rangeLab/Floor4AnalyzeCTQEstablish Product CapabilityDoes the existing capability of this CTQ need to be improved to meet performance requirements?Baseline m, s, Cp, Cpk, Pp, PpkMinitab Capability Six Pack and Six Sigma Macro ReportsMinitabn= 500 subgroups = 100 subgroup size = 5, record Y and X's for future useSimulator5AnalyzeCTQDefine Performance ObjectivesDo we know the extent to which the variation must be reduced to meet objectives?Baseline and target m, s, Cp, Cpk, Pp, PpkPicture of "is" and "ought"MinitabFrom capability analysis and performance standardsPrevious outputs6AnalyzeCTQIdentify Variation SourcesDo we know the major family of variation?Inputs, noise variablesProcess Map and capabilities of each input variablesProcess Map, FMEA, Cause and Effect Matrix, Multivari chartProcess understandingGrey Matter7ImproveCTQ and CTP (Critical to Process)Screen Potential CausesAre the leverage CTP's known?Direction of effect and sensitivity of selected CTP's with respect to m, sGraphical and tabular formMain Effects Plot, ANOVA, e (SSe/SSt), Autocorrelation, RegressionData from product capability study8ImproveCTQ and CTP (Critical to Process)Study Key RelationshipsDo we know what relationships among the CTP's must be controlled ?Main effects, Interactions, clear of confoundingGraphical and tabular formMain Effects Plot,Interaction Plots, ANOVA, e (SSe/SSt), Autocorrelation, Regression9ImproveCTPEstablish Operating TolerancesDo we know the functional limits for the CTP's?Regression coefficients and coding informationEquation and graphicalMain effects plots, regression, interactions plot10ControlCTPValidate Measurement System (for X's)Is the current measurement systems acceptable by conventional standards for the CTP's?P/T and R&R valuesGRR TableGage R&R spreadsheetSample Data over process rangeShop floor11ControlCTPDetermine Process Capability (Y and X's)Can process operate within chosen limits to a 6s capability?Baseline m, s, Cp, Cpk, Pp, PpkMinitab Capability Six Pack and Six Sigma Macro ReportsMinitabRational subgroups of continuous dataShop floor12ControlCTPImplement Process Control SystemCan objectives be consistently met?Control charts, CTQ yield informationSix Sigma ReportsSix Sigma Macro, control chart option

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SS Project PlanSix Sigma Project TemplateProject NameGroup NameBlack Belt NameDepartment NameTeam MembersProject Champion NameProcess Owner NameTotal FTE's Performing ProcessTotal Cost of Process (000's)Problem StatementDefect FTE's (if app.)Cost of DefectProvide complete and detailed descriptionState the Problem/DefectState the Defect or Undesired EventExclude solutionsDo not include causesReview with FinanceDefine measurement sourceInclude Baseline data (if available)IncludeTimeframeInclude conditions surrounding problemProject Objective/Desired StateState the Project Objective/Desired State and make sure it links back to the Problem StatementClearly define and quantifyState the Project Objective70% Defect Reduction SoughtInclude Entitlements - Best PerformanceInclude available benchmark dataBenefits ($000's)Cost BenefitsClient/Employee BenefitsInclude Shareholder/Cost BenefitsFTE Cost SavingsInternal/External Client BenefitsInclude Client Service Benefits - Intrnl/ExtOther Cost SavingsEmployee BenefitsCost Benefits outside of GroupEmployee BenefitsRevenueTotal Cost Benefits$0DependenciesSignificant Systems DevelopmentDescription:Major Capital InvestmentExternal ConsiderationsPotential to LeverageDescription:Other InformationInclude any other information related to the Project as necessary

&L&"Arial,Italic"&8&A&C&"Arial,Italic"&8Six Sigma Project Template&R&"Arial,Italic"&8&DCan project be performed in 4 months?YesTotal estimated number of FTE's processing the defect. (if applicable)Should include all Cost Benefits other than FTE savings.(if applicable)NoEstimated cost associated with the defect as defined. This can also be thought of as the COPQ (Cost of Poor Quality)Total number of FTE's currently performing the process. (if applicable)Estimated cost to currently perform entire process under investigation. The COPQ (cost of poor quality) and the potential savings will both be a subset of this figureCost Benefit based on at least a 70% reduction in the 'Cost of Defect'.Ematthews:Be sure to cite any Revenue benenfits "net" of associated expenses (e.g. FA compensation)Ematthews:Include any benefits that are expected to be realized outside of your direct expensesEmatthews:Can this project, once successfully implemented, be leveraged to other areas of the Firm?Ematthews:Projects with significant systems work or capital requirements should be avoided until other opportunities are exhausted. Keep in mind any other significant barriers that wold impede a quick implementation (e.g. OGC, other Regulatory bodies)

Project Action PlanProject Action PlanProjectBlack BeltProcess OwnerDateWhatHowWhoWhenDeliverables(Action to Take)(Action Steps)(Accountable)StartFinish

CTQ TemplateCritical to Quality CharacteristicsProject Name:Project Description:Project Managers:Date:How to Satisfy WantsWhat the customer wantsTotal

Daniel Felciaiano:Multipy Want by How for each cell and sum over columnDaniel Felciaiano:Importance to customerScale 1 (low)- 5(high)Daniel Felciaiano:Relationship of Hows to Wants1 (low), 3 (medium),9 (high)

SIPOCSIPOCWho are the suppliers for our product or service?What do the suppliers provide to my process?What are the start and end points of the process associated with the problem and the major steps in the process.What product or service does the process deliver to the customer?Who are the customers for our product or service? What are their requirements for performanceSuppliersInputProcess (High Level)OutputCustomers11Start Point:11223212122Operation or Activity3131231241232345141522661372891011End Point:

SIPOC (blank)SuppliersInputsProcessOutputsCustomers(Providers of the required resources)(Resources required by the process)(Top level description of the activity)(Deliverables from the process)(Anyone who receives a deliverable from the process)RequirementsRequirements

Process AnalysisProcess Analysis WorksheetProcess Name (& boundaries):Process Owner(s):Step No.ActivityResponsibleVolumeNo.Total hrsNVANVA hrs/positionper weekindividualsper week(Y/N?)week(1)(2)(3)(4)(5)(6)(7)(8)Sum=

Fishbone

Effect(Y)ManagementManMethodMeasurementMachineMaterialCauseCauseCauseCauseCauseCauseCauseCauseCauseCauseCause

Brainstorm Brainstorm Potential Root CausesProblem Statement:RankPotential Root CauseSupporting Data & Analysis?*Source?Who?When?*Common types of data and analysisAnalysis description:Detailed Process ReviewCareful walkthrough of the process step by step to determine the source, nature and frequency of the problemProcess MappingDetailed process flow analysis to understand all the steps of the process, how the problem occurs and to document the process flowVisual AnalysisVisual examination of the problem and visual documentation such as digital photos and videosCause and Effect (Event) AnalysisExamination of the potential relationship of factors and or event conditions on the problemData Collection and AnalysisMeasurement of performance from the product or process and an analysis of current data and associated factor effectsAdditional Tests and ExperimentsAdditional tests or experiments designed to understand the current situation and determine the root cause

FDMFunction Deployment MatrixOutputs/ OutcomesOutput 1Output 2Output 3Output 4Output 5Output 6Output 7Output 8Output 9ScoreInputsWghtWght12Input 110214Input 2Input 3Input 4Input 5Input 6Input 7Input 8Input 9Input 10Input 11Input 12Score1040000000

Risk AssessmentRisk Assessment FormList the Solution orFailure ModeSeverityProbabilityScoreActionOwnerDueMajor Elements of(What can go wrong)(1-10)(10 is(High scoresPlanDateYour SolutionList each failure mode10 is Worstvery probable)need attention)1.Solution0a)00b)00c)0002. Solutiona)00b)00c)0003. Solutiona)00b)000

Solution Evaluation FormSolution Evaluation FormList Root Cause(s)List Solutions% EffectEstimated CostComplexityEstimated BenefitRisk*PriorityValidation?Root Cause 1Solutions 1% ofcosttime orsavingsHighOrderNeedeffectofeffort todue toMediumof potentialtosolutionsolutionimplementsolutionorsolutionverifywill haveimplementationshort term?orLowimplmentationeffectivenesson thelong term?improvement1st, 2nd, 3rdof solutionroot causein customersatisfactionRoot Cause 2* Use Risk Assessment Form

Data Collection PlanData Collection PlanDefine What to MeasureDefine How to MeasureWho willSample PlanDo it?Type ofOperationalMeasurementData Tags NeededData CollectionPerson(s)What?Where?When?How Many?MeasureMeasureDefinitionor Test Methodto Stratify the DataMethodAssignedName ofX or YClear definition ofVisualData tags areManual?StateWhatLocationHowThe numberparameterattribute orthe measurementinspectiondefined for theSpreadsheet?who hasmeasure isforoftenof dataor conditiondiscretedefined in such aor automatedmeasure. SuchComputer based?thebeingdatathepointsto bedata,way as to achievetest?as: time, date,etc.responsibility?collectedcollectiondatacollectedmeasuredproduct orrepeatable resultsTest instrumentslocation, tester,isper sampleprocessfrom multipleare defined.line, customer,collecteddataobserversbuyer, operator,Procedures foretc.data collectionare defined.

Xs and YsMeasure RelationshipsResponses or Outputs (Ys)Factors (Xs)Dependent VariableUSLLSLTargetIndependent Variable(s)USLLSLTarget

TimelineRoot Cause Analysis TimelineProject Name:Start Date:6/10/02Use lines and or color bars to indicate start and stop dates for each activityPhase:ActivityStart DateEnd DateAssigned to:6/10/026/11/026/12/026/13/026/14/026/15/026/16/026/17/026/18/026/19/026/20/026/21/026/22/026/23/026/24/026/25/026/26/026/27/026/28/026/29/026/30/027/1/027/2/027/3/027/4/027/5/027/6/027/7/027/8/027/9/027/10/021. Define andContain theProblem2. Measure theProblem3. PerformRoot CauseAnalysis4. Plan andImplementImprovement5. AssessEffectiveness ofImprovement6. Standardizeand Control7. Realize andReflect

DOE 2^2 template22 Factorial Design (with up to 5 replicates)Replications---------ABAB12345SumAverage-1-112825278026.671-1-136323210033.33-11-11819236020.001113130299030.00ave -23.330.026.7ave +31.725.028.3effect8.3-5.01.7B -B +A -26.720A +33.330ANOVASourcesSSdfMSFF tableStat sig ?aA208.31208.3353.191489361711.2586*0.01B75.00175.0019.148936170211.2586*AB8.3318.332.127659574511.2586nsError31.3383.92Total323.011REGRESSION MODELIntercept27.50A coefficient4.1666666667B coefficient-2.5AB coefficient0PREDICTION EQUATIONA1B1Y-hat29.17RESIDUALSActualPredResidualrankPercZ1-1-12825.83333333332.16712.5-1.95996398452-1-12525.8333333333-0.8331677.50.75541502643-1-12725.83333333331.167522.5-0.75541502644-1-1000.000732.5-0.45376219025-1-1000.000732.5-0.453762190211-13634.16666666671.833312.5-1.150349380421-13234.1666666667-2.1671887.51.150349380431-13234.1666666667-2.1671887.51.150349380441-1000.000732.5-0.453762190251-1000.000732.5-0.45376219021-111820.8333333333-2.8332097.51.95996398452-111920.8333333333-1.8331782.50.93458929113-112320.83333333332.16712.5-1.95996398454-11000.000732.5-0.45376219025-11000.000732.5-0.45376219021113129.16666666671.833312.5-1.15034938042113029.16666666670.833627.5-0.5977601263112929.1666666667-0.1671572.50.597760126411000.000732.5-0.4537621902511000.000732.5-0.4537621902EFFECTS PLOTscorerank(R-0.5)/nz score8.330.83333333330.9674215661-5.010.1666666667-0.96742156611.720.5-0

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DOE 2^2 template00

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DOE 2^3 template00

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PPM0000

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no shift2.1666666667-0.83333333331.1666666667001.8333333333-2.1666666667-2.166666666700-2.8333333333-1.83333333332.1666666667001.83333333330.8333333333-0.166666666700

RTY0.83333333330.16666666670.5

DPMO Calculator23 Factorial Design (with up to 5 replicates)ANOVAReplications---------ABCABACBCABC12345SumAverage(1)-1-1-1111-112362.00a1-1-1-1-11112362.00b-11-1-11-1112362.00ab11-11-1-1-112362.00c-1-111-1-1112362.00ac1-11-11-1-112362.00bc-111-1-11-112362.00abc111111112362.00ave -2.002.002.002.002.002.002.00ave +2.002.002.002.002.002.002.00effect0.000.000.000.000.000.000.00B -B +A -2.002.00A +2.002.00C-C+A -2.002.00A +2.002.00C-C+B -2.002.00B +2.002.00SourcesSSdfMSFF tableStat sig ?aA0.0010.000.008.53ns0.01B0.0010.000.008.53nsC0.0010.000.008.53nsAB0.0010.000.008.53nsAC0.0010.000.008.53nsBC0.0010.000.008.53nsABC0.0010.000.008.53nsError16.00161.00Total16.0023REGRESSION MODELIntercept2.00A coefficient0B coefficient0C coefficient0AB coefficient0AC coefficient0BC coefficient0ABC coefficient0PREDICTION EQUATIONA1B1C1Y-hat2.00

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DPMO Calculator00

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DPMO>Sig>Cpk00

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HOQ0000

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C-C+BC Interaction

FMEAInfoParts per Million CalculatorThis is a simple sigma level calculatorEnter process sigma level, compute PPMProcess Sigma Level ->6PPM3.4Percent0.00034%Enter percent, compute PPM and process sigma levelIf the percent is less than 1, you must use the percent sign after the number (e.g., 0.01%)Percent ->0.00034%PPM3.4Process Sigma Level6.0Enter DPMO, compute process sigma levelDPMO ->3.4Process Sigma Level6.0

FMEASigma Level (no shift) CalculatorNO 1.5 SIGMA SHIFT IN THESE CALCULATIONSEnter process sigma level, compute PPMProcess Sigma Level ->6PPM0.0Percent0.00000%Enter percent, compute PPM and process sigma levelPercent ->1.00%PPM10000Process Sigma Level ->2.326Enter DPMO, compute process sigma levelProcess Sigma Level ->4.5DPMO3.4

FSeverityRolled Throughput Yield CalculatorStepDPMODPMO/1,000,0001-(DPMO/1,000,000)15,0000.0050.995215,0000.0150.98531,0000.0010.9994500.000050.99995RTY=0.9947198191

FOccuranceDPMO CalculatorThis template calculates the DPMO using the number of defects.Total number of units:2500Number of defects:4Opportunities for Error in one unit:20DPMO =80Not sure of what goes into the units?The Data Processing Dept supervisor wants to calculate the DPMO of data entry errors in her dept.A total of 2,500 forms were processed that day, and the supervisor finds 4 fields with error.There are 20 entry fields on each data entry form.For this scenario:Total number of units = 2,500Number of defects = 4Opportunities for error in one unit = 20

FDetectionConversion CalculatorSigma Conversion TableDefects Per Million OpportunitiesSigma Level (With 1.5 Sigma Shift)*Cpk (Sigma Level / 3) With 1.5 Sigma Shift*933,2000.0000.000915,4500.1250.042894,4000.2500.083869,7000.3750.125841,3000.5000.167809,2000.6250.208773,4000.7500.250734,0500.8750.292691,5001.0000.333645,6501.1250.375598,7001.2500.417549,7501.3750.458500,0001.5000.500450,2501.6250.542401,3001.7500.583354,3501.8750.625308,5002.0000.667265,9502.1250.708226,6002.2500.750190,8002.3750.792158,7002.5000.833130,3002.6250.875105,6002.7500.91784,5502.8750.95866,8003.0001.00052,1003.1251.04240,1003.2501.08330,4003.3751.12522,7003.5001.16716,8003.6251.20812,2003.7501.2508,8003.8751.2926,2004.0001.3334,3504.1251.3753,0004.2501.4172,0504.3751.4581,3004.5001.5009004.6251.5426004.7501.5834004.8751.6252305.0001.6671805.1251.7081305.2501.750805.3751.792305.5001.833235.6251.875175.7501.917105.8751.95836.0002.000The table assumes a 1.5 sigma shift becauseprocesses tend to exhibit instability of that magnitudeover time. In other words, although statistical tablesindicate that 3.4 defects / million is achieved when4.5 process standard deviations (Sigma) are betweenthe mean and the closest specification limit, thetarget is raised to 6.0 standard deviations toaccommodate adverse process shifts over time andstill produce only 3.4 defects per million opportunities.

ControlPlanSix Sigma Project TimelineProject Name:IDTaskHoursStartEndStatusComments1Define1 Wk25-Sep-011-Oct-01Complete2Measure17 Wks2-Oct-0125-Jan-02Working4Project Direction Meeting1 Hrs22-Jan-0222-Jan-025Assign Roles5 Min22-Jan-0222-Jan-026Review Status10 Min22-Jan-0222-Jan-027Review Schedule5 Min22-Jan-0222-Jan-028Project Direction Decision33 Min22-Jan-0222-Jan-029Clarify Options10 Min22-Jan-0222-Jan-0210ID Decision Maker2 Min22-Jan-0222-Jan-0211Vote on Options2 Min22-Jan-0222-Jan-0212Dialog A5 Min22-Jan-0222-Jan-0213Vote on Options2 Min22-Jan-0222-Jan-0214Dialog B5 Min22-Jan-0222-Jan-0215Vote on Options2 Min22-Jan-0222-Jan-0216Decision Maker Decides5 Min22-Jan-0222-Jan-0217Assign Tasks5 Min22-Jan-0222-Jan-0218Work Tasks2 Days22-Jan-0224-Jan-0219Process Map & Data Meeting96 Min24-Jan-0224-Jan-0220Review Status10 Min24-Jan-0224-Jan-0221Report Weekly Deliverable10 Min24-Jan-0224-Jan-0222Review Schedule5 Min24-Jan-0224-Jan-0223Process Map42 Min24-Jan-0224-Jan-0224Goal2 Min24-Jan-0224-Jan-0225Process5 Min24-Jan-0224-Jan-0226Exercise.5 Hrs24-Jan-0224-Jan-0227Review5 Min24-Jan-0224-Jan-0228Key Data Decision24 Min24-Jan-0224-Jan-0229Clarify Options5 Min24-Jan-0224-Jan-0230ID Decision Maker1 Min24-Jan-0224-Jan-0231Vote on Options1 Min24-Jan-0224-Jan-0232Dialog A5 Min24-Jan-0224-Jan-0233Vote on Options1 Min24-Jan-0224-Jan-0234Dialog B5 Min24-Jan-0224-Jan-0235Vote on Options1 Min24-Jan-0224-Jan-0236Decision Maker Decides5 Min24-Jan-0224-Jan-0237Assign Tasks5 Min24-Jan-0224-Jan-0238Work Tasks1 Day24-Jan-0225-Jan-0239Tollgate Review1 Hrs25-Jan-0225-Jan-0240Analyze2 Wks25-Jan-028-Feb-0241FMEA Meeting 192 Min25-Jan-0225-Jan-0242Review Status10 Min25-Jan-0225-Jan-0243Review Schedule5 Min25-Jan-0225-Jan-0244FMEA72 Min25-Jan-0225-Jan-0245Goal2 Min25-Jan-0225-Jan-0246Process5 Min25-Jan-0225-Jan-0247Exercise1 Hrs25-Jan-0225-Jan-0248Review5 Min25-Jan-0225-Jan-0249Assign Tasks5 Min25-Jan-0225-Jan-0250Work Tasks4 Days25-Jan-0231-Jan-0251FMEA Meeting 292 Min31-Jan-0231-Jan-0252Review Status10 Min31-Jan-0231-Jan-0253Review Schedule5 Min31-Jan-0231-Jan-0254FMEA72 Min31-Jan-0231-Jan-0255Goal2 Min31-Jan-0231-Jan-0256Process5 Min31-Jan-0231-Jan-0257Exercise1 Hrs31-Jan-0231-Jan-0258Review5 Min31-Jan-0231-Jan-0259Assign Tasks5 Min31-Jan-0231-Jan-0260Work Tasks4 Days31-Jan-026-Feb-0261FMEA and Data Analysis Meeting78 Min6-Feb-026-Feb-0262Review Status10 Min6-Feb-026-Feb-0263Review Schedule5 Min6-Feb-026-Feb-0264FMEA.5 Hrs6-Feb-026-Feb-0265Summary2 Min6-Feb-026-Feb-0266Dialog A5 Min6-Feb-026-Feb-0267Details10 Min6-Feb-026-Feb-0268Dialog B5 Min6-Feb-026-Feb-0269Review5 Min6-Feb-026-Feb-0270Data Analysis Review29 Min6-Feb-026-Feb-0271Summary2 Min6-Feb-026-Feb-0272Dialog A5 Min6-Feb-026-Feb-0273Details10 Min6-Feb-026-Feb-0274Dialog B5 Min6-Feb-026-Feb-0275Review5 Min6-Feb-026-Feb-0276Assign Tasks5 Min6-Feb-026-Feb-0277Work Tasks1 Day6-Feb-027-Feb-0278Improvement Direction Meeting1 Hrs7-Feb-028-Feb-0279Review Status10 Min7-Feb-028-Feb-0280Review Schedule5 Min8-Feb-028-Feb-0281Improvement Direction Decision.5 Hrs8-Feb-028-Feb-0282Clarify Options10 Min8-Feb-028-Feb-0283ID Decision Maker2 Min8-Feb-028-Feb-0284Vote on Options2 Min8-Feb-028-Feb-0285Dialog A5 Min8-Feb-028-Feb-0286Vote on Options2 Min8-Feb-028-Feb-0287Dialog B5 Min8-Feb-028-Feb-0288Vote on Options2 Min8-Feb-028-Feb-0289Decision Maker Decides5 Min8-Feb-028-Feb-0290Assign Tasks5 Min8-Feb-028-Feb-0291Tollgate Review1 Hrs8-Feb-028-Feb-0292Improve3 Wks8-Feb-0228-Feb-0293Work Tasks4 Days8-Feb-0214-Feb-0294Process Map Meeting72 Min14-Feb-0214-Feb-0295Review Status10 Min14-Feb-0214-Feb-0296Report Weekly Deliverable10 Min14-Feb-0214-Feb-0297Review Schedule5 Min14-Feb-0214-Feb-0298Process Map42 Min14-Feb-0214-Feb-0299Goal2 Min14-Feb-0214-Feb-02100Process5 Min14-Feb-0214-Feb-02101Exercise.5 Hrs14-Feb-0214-Feb-02102Review5 Min14-Feb-0214-Feb-02103Assign Tasks5 Min14-Feb-0214-Feb-02104Work Tasks1 Wk14-Feb-0221-Feb-02105Control Plan Meeting1 Hrs21-Feb-0221-Feb-02106Review Status5 Min21-Feb-0221-Feb-02107Report Weekly Deliverable10 Min21-Feb-0221-Feb-02108Review Schedule5 Min21-Feb-0221-Feb-02109Control Plan Tool Meeting42 Min21-Feb-0221-Feb-02110Goal2 Min21-Feb-0221-Feb-02111Process5 Min21-Feb-0221-Feb-02112Exercise.5 Hrs21-Feb-0221-Feb-02113Review5 Min21-Feb-0221-Feb-02114Assign Tasks5 Min21-Feb-0221-Feb-02115Work Tasks1 Wk21-Feb-0228-Feb-02116Tollgate Review1 Hrs28-Feb-0228-Feb-02117Control4 Wks28-Feb-0228-Mar-02118Tollgate Review1 Hrs28-Mar-0228-Mar-02

Process Control PlanGage Control PlanPage:ofofGage InformationPersonnel InformationDocument No:Gage NameDepartmentRevision Date:Gage ID/Serial NumberStorage LocationSupercedes:Gage TypeResponsible StorageFrequencey:Reference InformationResponsible MSACalibration ProcedureHandling and StorageMaintenanceSpare PartsDateResolutonBiasLinearityStabilityCalibrationGR&RNotesDateBy%R&RP/TDisc IndexBaselineIn-ServiceIn-ServiceIn-ServiceIn-ServiceIn-ServiceIn-ServiceIn-ServiceIn-Service

SS Prvnt MntRelationship Matrix 9=Strong, 3=Moderate, 1=WeakQuality of ServiceStaffing LevelsCall VolumeCall RoutingTrainingSystems ProblemsInformation Sources: Speed/AvailabilityCall BlockingAvailability of Other DeptsException ProcessingRework ReductionExperience Level of RepsDelivery of InfoTechnology LimitationsHow ImportantBaselineMetricTargetManagementService LevelIVR UsageCall WorkProductivity and Calls Per HourCostRisk ExposureComplianceExternal ClientPOC ResolutionCall Duration and Hold TimeCall BacksCall TransferredCall BlockedTime in QueueHow Important0000000000000000MetricTarget

OutputsRating of Importance to Customer123456789101112131415Process InputsTotal1020304050607080901001101201301401501601701801902000Total000000000000000

Page &PCause & Effect MatrixThis table provides the initial input to the FMEA. When each of the output variables (requirements) are not correct, that represents potential "EFFECTS". When each input variable is not correct, that represents "CAUSES".

1. List the Key Process Output Variables2. Rate each variable on a 1-to-10 scale to importance to the customer3. List Key Process Input Variables4. Rate each variables relationship to each output variable on a 1-to-10 scale 5. Select the top input variables to start the FMEA process; Determine how each selected input variable can "go wrong" and place that in the Cause column of the FMEA.

DFMEA TemplatePFMEA Number:Process Name:Process Responsibility:Prepared By:Affected Product(s):PFMEA Key Date:PFMEA Origination Date:PFMEA Revision Date:Core Team Members:

&RPFMEA Information SheetPotential Failure Modes and Effects Analysis (Information Sheet)

Z-TableProcess or Product Name:Prepared by:Page ____ of ____Responsible:FMEA Date (Orig) ______________ (Rev) _____________Process StepKey Process InputPotential Failure ModePotential Failure EffectsSEVPotential CausesOCCCurrent ControlsDETRPNActions RecommendedResp.Actions TakenSEVOCCDETRPNWhat is the process stepWhat is the Key Process Input?In what ways does the Key Input go wrong?What is the impact on the Key Output Variables (Customer Requirements) or internal requirements?How Severe is the effect to the cusotmer?What causes the Key Input to go wrong?How often does cause or FM occur?What are the existing controls and procedures (inspection and test) that prevent eith the cause or the Failure Mode? Should include an SOP number.How well can you detect cause or FM?What are the actions for reducing the occurrance of the Cause, or improving detection? Should have actions only on high RPN's or easy fixes.Whose Responsible for the recommended action?What are the completed actions taken with the recalculated RPN? Be sure to include completion month/year000000000000000000000000

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EffectCriteria: Severity of Effect DefinedRankingHazardous: Without WarningMay endanger operator. Failure mode affects safe vehicle operation and / or involves noncompliance with government regulation. Failure will occur WITHOUT warning.10Hazardous: With WarningMay endanger operator. Failure mode affects safe vehicle operation and / or involves noncompliance with government regulation. Failure will occur WITH warning.9Very HighMajor disruption to production line. 100% of product may have to be scrapped. Vehicle / item inoperable, loss of primary function. Customer very dissatisfied.8HighMinor disruption to production line. Product may have to be sorted and a portion (less than 100%) scrapped. Vehicle operable, but at a reduced level of performance. Customer dissatisfied.7ModerateMinor disruption to production line. A portion (less than 100%) may have to be scrapped (no sorting). Vehicle / item operable, but some comfort / convenience item(s) inoperable. Customers experience discomfort.6LowMinor disruption to production line. 100% of product may have to be reworked. Vehicle / item operable, but some comfort / convenience item(s) operable at reduced level of performance. Customer experiences some dissatisfaction.5Very LowMinor disruption to production line. The product may have to be sorted and a portion (less than 100%) reworked. Fit / finish / squeak / rattle item does not conform. Defect noticed by most customers.4MinorMinor disruption to production line. A portion (less than 100%) of the product may have to be reworked on-line but out-of-station. Fit / finish / squeak / rattle item does not conform. Defect noticed by average customers.3Very MinorMinor disruption to production line. A portion (less than 100%) of the product may have to be reworked on-line but in-station. Fit / finish / squeak / rattle item does not conform. Defect noticed by discriminating customers.2NoneNo effect.1

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Probability of FailurePossible Failure RatesCpkRankingVery High: 1 in 2< 0.3310Failure is almost inevitable1 in 3 0.339High: Generally associated with processes similar to previous1 in 8 0.518processes that have often failed1 in 20 0.677Moderate: Generally associated with processes similar to1 in 80 0.836previous processes which have1 in 400 1.005experienced occasional failures, but not in major proportions1 in 2,000 1.174Low: Isolated failures associated with similar processes1 in 15,000 1.333Very Low: Only isolated failures associated with almost identical processes1 in 150,000 1.52Remote: Failure is unlikely. No failures ever associated with almost identical processes 1 in 1,500,000 1.671

&APage &P

DetectionCriteria: Liklihood the existence of a defect will be detected by test content before product advances to next or subsequent processRankingAlmost ImpossibleTest content detects < 80 % of failures10Very RemoteTest content must detect 80 % of failures9RemoteTest content must detect 82.5 % of failures8Very LowTest content must detect 85 % of failures7LowTest content must detect 87.5 % of failures6ModerateTest content must detect 90 % of failures5Moderately HighTest content must detect 92.5 % of failures4HighTest content must detect 95 % of failures3Very HighTest content must detect 97.5 % of failures2Almost CertainTest content must detect 99.5 % of failures1

&APage &P

Core Team:Date (Orig):Date (Rev):Process StepInputOutputProcess Spec (LSL, USL, Target)Cpk / Date (Sample Size)Measurement System%R&R or P/TCurrent Control Method (from FMEA)WhoWhereWhenReaction Plan

Control PlanCurrent Control Plan

Six Sigma Process Control PlanProcess Name:Prepared by:Page:ofCustomerInt/ExtApproved by:Document No:Location:Approved by:Revision Date:Area:Approved by:Supercedes:Sub ProcessSub Process StepCTQSpecification CharacteristicSpecification/ RequirementMeasurement MethodSample SizeFrequencyWho MeasuresWhere RecordedDecision Rule/ Corrective ActionSOP ReferenceKPOVKPIVUSL LSL

Six Sigma Preventative Maintenance PlanProcess Name:Prepared by:Page:ofCustomerInt/ExtApproved by:Document No:Location:Approved by:Revision Date:Area:Approved by:Supercedes:SystemFailure ModeCTQPredictorPredictor LevelMeasurement MethodSample SizeFrequencyWho MeasuresWhere RecordedDecision Rule/ Corrective ActionSOP ReferenceKPOVKPIVUSL LSL

Customer Requirement (Output Variable)Measurement Technique%R&R or P/T RatioUpper Spec LimitTargetLower Spec LimitCpCpkSample SizeDateActions

Key Process Output VariableCapability Status Sheet

Failure Mode and Effects Analysis(Design FMEA)FMEA Number:PageofSystem/Component:Design Responsibility:Prepared by:FMEA Date (Orig.)(Rev.)Core Team:Item / Process

FunctionPotential Failure ModePotential Effect(s) of FailureSevPotential Cause(s)/Mechanism(s) of FailureOccurCurrent Design Controls PreventionCurrent Design Controls DetectionDetecR.P.N.Recommended Action(s)Responsibility & Target Completion DateAction ResultsActionsTakenSevOccurDetecR.P.N.0000000000000000000000000000000000000000000000000000000000000000000000000000000000

The value in the table is the right tail probability.Hundredth place for Z-valueZ-Value0.000.010.020.030.040.050.060.070.080.090.00.500000.496010.492020.488030.484050.480060.476080.472100.468120.464140.10.460170.456200.452240.448280.444330.440380.436440.432510.428580.424650.20.420740.416830.412940.409050.405170.401290.397430.393580.389740.385910.30.382090.378280.374480.370700.366930.363170.359420.355690.351970.348270.40.344580.340900.337240.333600.329970.326360.322760.319180.315610.312070.50.308540.305030.301530.298060.294600.291160.287740.284340.280960.277600.60.274250.270930.267630.264350.261090.257850.254630.251430.248250.245100.70.241960.238850.235760.232700.229650.226630.223630.220650.217700.214760.80.211860.208970.206110.203270.200450.197660.194890.192150.189430.186730.90.184060.181410.178790.176190.173610.171060.168530.166020.163540.161091.00.158660.156250.153860.151510.149170.146860.144570.142310.140070.137861.10.135670.133500.131360.129240.127140.125070.123020.121000.119000.117021.20.115070.113140.111230.109350.107490.105650.103830.102040.100270.098531.30.096800.095100.093420.091760.090120.088510.086910.085340.083790.082261.40.080760.079270.077800.076360.074930.073530.072150.070780.069440.068111.50.066810.065520.064260.063010.061780.060570.059380.058210.057050.055921.60.054800.053700.052620.051550.050500.049470.048460.047460.046480.045511.70.044570.043630.042720.041820.040930.040060.039200.038360.037540.036731.80.035930.035150.034380.033620.032880.032160.031440.030740.030050.029381.90.028720.028070.027430.026800.026190.025590.025000.024420.023850.023302.00.022750.022220.021690.021180.020680.020180.019700.019230.018760.018312.10.017860.017430.017000.016590.016180.015780.015390.015000.014630.014262.20.013900.013550.013210.012870.012550.012220.011910.011600.011300.011012.30.010720.010440.010170.009900.009640.009390.009140.008890.008660.008422.40.008200.007980.007760.007550.007340.007140.006950.006760.006570.006392.50.006210.006040.005870.005700.005540.005390.005230.005080.004940.004802.60.004660.004530.004400.004270.004150.004020.003910.003790.003680.003572.70.003470.003360.003260.003170.003070.002980.002890.002800.002720.002642.80.002560.002480.002400.002330.002260.002190.002120.002050.001990.001932.90.001870.001810.001750.001690.001640.001590.001540.001490.001440.001393.00.001350.001310.001260.001220.001180.001140.001110.001070.001040.001003.10.000970.000940.000900.000870.000840.000820.000790.000760.000740.000713.20.000690.000660.000640.000620.000600.000580.000560.000540.000520.000503.30.000480.000470.000450.000430.000420.000400.000390.000380.000360.000353.40.000340.000320.000310.000300.000290.000280.000270.000260.000250.000243.50.000230.000220.000220.000210.000200.000190.000190.000180.000170.000173.60.000160.000150.000150.000140.000140.000130.000130.000120.000120.000113.70.000110.000100.000100.000100.000090.000090.000080.000080.000080.000083.80.000070.000070.000070.000060.000060.000060.000060.000050.000050.000053.90.000050.000050.000040.000040.000040.000040.000040.000040.000030.000034.00.000030.000030.000030.000030.000030.000030.000020.000020.000020.00002

Z