Javier Garcia - Verdugo Sanchez - Six Sigma Training - W1 Six Sigma Project Management

Effective Project Management U i Si Si M th d lUsing Six Sigma Methodology

DefineMeasure

lAnalyseImproveImproveControl

Week 1

Knorr-Bremse Group

Content

• History of project management

• What is a project?

S f t f th j t k• Success factors of the project work

C t f j t t• Components of project management

The Six sigma methodology• The Six sigma methodology

• The project phases in the DMAIC cycle• The project phases in the DMAIC cycle

Knorr-Bremse Group 03 BB W1 Six Sigma Project Management 08, D. Szemkus/H. Winkler Page 2/41

History of Project Management

Historical: The start point of project management stems from the „Manhatten-Project“

(Construction of the first nuclear bomb, (1941) in the USA).

1990

Airbus A320

Jäger `90

Spacelab

Ariane Rakete Tornado1970

1980Reaktor SNR 300, Kalkar IBM Personal Computer

Ariane Rakete

Development CPM Apollo-Program1960

1950

Manhatten Project1940

G. George; Kennzahlen f. d. Projektmanagement


G. George; Kennzahlen f. d. Projektmanagement

History of Project Management

Reasons for the increasing interest in project management:

Sh t d t lif lShorter product life cycles

Amplified compulsion to new or further developments

Still there was and there are many projects with little success e.g. channel tunnel or fast-breeder reactor (Kalkar)

Line organizations often react too slowly in an increasingly more dynamic environment

Thorough project management less often neglects aspects of the product life cyclelife cycle

Siemens AG generates approx. 30% of it´s sales with project realizations

Project management moves increasingly into the vision of the industry within the last few years. What are the reasons for it?


Project Features

What do we understand by a project?

A project is described by the following features:A project is described by the following features:

1 Uniqueness1. Uniqueness

2. Time limit

3. Target setting

4 I ti4. Innovation

5. Complexityp y

6. Assigned budget

7. Temporary organizational assignments

8 Supervision by control authorities


8. Supervision by control authorities

Operational and Value Flow

Payments Value Flow DepositsPayments Value Flow Deposits

Purchasing Materials MarketingProduction Sales

O ti l P Fl V l ddOperational Process Flow, Value add

Projects are always process orientated


Projects are always process orientated

Project Management

1 The extensive tasks on a project cannot be covered by one1. The extensive tasks on a project cannot be covered by one person. This leads to a combination of people and job sharing to accomplish a certain goal (cross functional team work).

2. In order to fulfil the goals, resources must be allocated, coordinated and used optimallycoordinated and used optimally.

3. These activities are described as management. The structure must be developed systematically. Inside and outside the project limits processes for work flow, communication and decision making have to be createddecision making have to be created.

4. The entire organization constitutes the frame to the management. Within this frame the management (as an institution) can carry out its tasks (functional management).


Project Management simplified

Project phases: Responsibility:CastingPlanningE ti

ContentTimeSt ffExecuting

ControllingStaffCost

Qualityy

The magical triangle

or

the field of compromise solutions

CostTiming


Structuring a Project:

Problem statement (Customer need)

Goals and definition

Planning

Risk analysis

Offer creating

Order placing

Obtaining resources

P iProcessing

Communication

St iSteering

Controlling

Documentation

Mile stones of project processing

Documentation



Success Factor Organization

Smax

Under organized Over organized

OrganizationalDegree of Control

Dopt


Success Factor Project Team

Performance

n T

ime

Project Duration

Rea

lisat

ion

Loss due to friction

R

OptimumOptimum Number of Team Members


Project Organization vs. Line Organisation

LeitungLeitungTop

Management

Linie 3

V t i bLinie 1

Ent ickl ngLinie 2

F i

Linie 2Qualität

Linie 3

V t i bLinie 1

Ent ickl ngLinie 2

F i

Linie 2Qualität

Line 3

Di t ib tiLine 1R&D

Line 2

O i

Line 2QualityVertriebEntwicklung Fertigung QualitätVertriebEntwicklung Fertigung QualitätDistributionR&D Operations Quality

Project 1Project 1

Project 2Project 2

Project 3

Project 4

Working on projects requires cross-functional collaboration .

Project 4


The results usually affect more than one line.

Project Structure Plan as the Foundation

The project structure plan is the most important tool within the classical project management; (deterministic view).classical project management; (deterministic view).

Definition according to DIN 69 901 (German institute of standards):Definition according to DIN 69 901 (German institute of standards):

1. Project structure: Entity of all relevant relations between the elements of a project. One often separates organizationalOne often separates organizational structure and work breakdown structure.

2 Project structure plan (PSP): Hierarchically structured list of all2. Project structure plan (PSP): Hierarchically structured list of all working packages needed to complete project work.


p p j

Work Breakdown Structure; WBS

Objective: A realistic project structure plan

Project 1. Level

WP Task TaskWP 2. Level

Task TaskWP WP 3. Level

WPWP WP WP 4. Level

Project: Description of the overall project as the sum of tasks and working kpackages

Task: Task can be broken down into working packagesWP: Working package will not be subdivided any more


Project Execution Structure110 Projekt

100 200

AP-Beschreibungen

W P

working packages

100

120110 130 210 220

200

120

132131 project structure plan

110 132131

110

network chart, detailed

210 220120 210 220120

network chart, coarse

The project structure plan is the starting point for

Overall network chart


the work breakdown structure.

Extract

Meanwhile many meters of literature are availableMeanwhile many meters of literature are available covering all aspects of project management. To my

opinion the distillate may be expressed in one sentence:opinion the distillate may be expressed in one sentence:

If you as a project manager can answer to your top management the following:management the following:

Who does what where why when and how in yourWho does what where why when and how in your project,

you are doing a great job!


Introduction of the „Evolutionary“ Model1. All the statements made up to now are in accordance with the classical

deterministic project world. We use the project plans to anticipate the workflow and break it down to the level of working packages. What we failed to anticipate is missing in the project.

2. Over the past decades knowledge has increased at phenomenal pace. New d i ti f ti h b t d d f l ll t ddescriptions of occupation have been created and formerly well separated areas of knowledge become related more and more closely, e.g. medicine, informatics, biometrics, sensor technology und materials science.

3. Recently with increasing speed the evolutionary project management is moving on target. Even the customer needs may be subject to changes (moving target). Bearing all this in mind one should move away from detailed plans on to aBearing all this in mind one should move away from detailed plans on to a project management that focuses on empowering the project members with respect to self organization. At the start of the project one does not always know how to convert customer needs into solutions and achieved results in lengthyhow to convert customer needs into solutions and achieved results in lengthy projects may well be no more state of the art.

4. Planning and evolution now have equal rights. Those who execute the working4. Planning and evolution now have equal rights. Those who execute the working packages become more and more those who do the planning. The main topics in the evolutionary model are knowledge management, communication, problem solving techniques and their impact on the project goals. This view is currently


g q p p j g ysubject of ongoing research.

Effective Project Management Using Six Sigma

On the first slides we looked at project management in a more general manner. Now we want to demonstrate how the Six Sigma methodology can help us in project management and help make

project work more transparent and efficient.

If we take a closer look at development and process improvement projects we always end up answering the same question:projects we always end up answering the same question:

How do we establish a stable process with minimum defects at minimum costs ?

Quality

minimum defects at minimum costs ?

With other words: How do we decrease the area of compromise in the magic triangle?

CostTiming


Six Sigma is ...

...a structured methodology for

consistent and confident application of selected statistical methodsconsistent and confident application of selected statistical methods

in teams lead by specialists trained for it

to almost eliminate process variation and failures

by processing well-chosen projects within a defined time frame

in accordance with the company strategy p y gy

and deliver precisely defined and controlled financial contributions.

The goals of Six Sigma are:

• To fulfil customer needs completely and economically

• Breakthrough in process improvement and profitability


Breakthrough in process improvement and profitability

Structuring a Project:

P bl t t t (C t d)

Conventional Six Sigma Methodology

Problem statement (Customer need)

Goals and definition

Planning

Casting

Planning

Risk analysis

Offer creatingPlanning

Define

Offer creating

Order placing

Obtaining resources

Planning

MeasureObtaining resources

Processing

CommunicationExecuting Analyse

ISteering

ControllingControllingC t l

Improve

g

DocumentationControl




Fundamental Idea… 1

Causes for variation and / or defects can be:

– identified

– quantified

– eliminated or controlled


Fundamental Idea… 2 D fiDefine

Description of the project including scope, goal and boundaries. Key metrics and defined financial improvements will describe the project goaland defined financial improvements will describe the project goal. Development of a project strategy.

MeasureEvaluation of the current process. Documentation of all results (Outputs) und all factors (Inputs). Capability definition of the measurement system and the processthe process.

AnalyzeApplication of a Cause & Effect Matrix and a FMEA Pareto or varianceApplication of a Cause & Effect Matrix and a FMEA. Pareto or variance

analysis to figure out the importance of each input.

ImproveImproveCollection, prioritizing and validation of improvement opportunities. Improvement for optimum or robustness ( DOE)

ControlImplementation of effective steps to sustain the achieved improvements


(control plan). Process review for long term stability.

The Process

Controllable Inputs Baseline

1. Baseline„Measure“

X1 X2 X3

Controllable Inputs

Quality

Is performance evaluationQuality

characteristics: Outputs

LSL USLInputs:

The Process

Y1, Y2, …

Raw material, parts etc.

Z1 Z2 Z3Non controllable Inputs


Non controllable Inputs

The Process

2. Process analysisControllable Inputs

X1 X2 X3

Controllable Inputs

Quality

LSL USLInputs:

Quality characteristics:

Outputs

The Process

Y1, Y2, …





The Process

3. Process ImprovementControllable Inputs

X1 X2 X3

X

Controllable Inputs

QualityXLSL USL


OutputsInputs:

The ProcessX Y1, Y2, …


X LSL USL

Z1 Z2 Z3

XNon controllable Inputs



The Process

4. Process ControlControllable Inputs

X1 X2 X3

Controllable Inputs

Quality

LSL USL


OutputsInputs:

The Process

Y1, Y2, …






Define Project and goal ResultDefine Project and goal

description

P ti l bl

Output

Measure Practical problem description Process

y = f(x1, x2,… xn)Analyze Statistical problem description

Improve Statistical problem solution

Control Practical problem solution

Influence

InputInput

Collect factors and define their significance


Collect factors and define their significance

General Approach

Practical Problem Statistical Problem

( )Y f ( )Y f x x xn= 1 2, ,...

Statistical SolutionPractical Solution Statistical SolutionPractical Solution

Y can be e.g.: delivery time; VCV; burden; yield; process time or d t f


product performance…


D fiBusiness Goal, Goal Tree, Score Card

Define

30 50Process Maps Measurement Systems

Business Goal, Goal Tree, Score Card

VOC, QFD, Project Charter

Measure 30 - 50Process Maps, Measurement Systems, Capability Analysis

Analyze 10 – 15Cause- and Effect Matrix,

Pareto, FMEA,

Improve 5 -10Hypothesis Testing,

Multivari Studies

Control3 - 5

DOE,SPC 3 - 5

N b f i t t i t


Number of important process inputs

The DEFINE Phase in the DMAIC Cycle

ControlMaintain

DefineProject charter (SMART)

ImprovementsSPC

Control Plans

j ( )Business Score Card

QFD + VOCStrategic GoalsC M

D Documentation Strategic Goals

Project strategyC M

MeasureBaseline AnalysisImprove

AIBaseline Analysis

Process MapC + E Matrix

Measurement SystemAnalyze

D fi iti f iti l

ImproveAdjustment to the

OptimumFMEA Measurement System

Process CapabilityDefinition of critical

InputsFMEA

Statistical Tests

FMEAStatistical Tests

SimulationTolerancing Statistical Tests

Multi-Vari StudiesRegression

Tolerancing


Project Phase „Define“

Start situation S I P O CProject Order

Tool Composition

SUPP

CUST

Output

Start

ProcessIutput

Start situation

j(SMART)

Business Score Card Balanced Score Card

RTY, COPQ, Cycle

PLIER

TOMER Metrics & Goals

Project focus

Problem description

RTY, COPQ, Cycle times,

Productivities, Inventories,

C h Fl t

End

Customer orientation .Resources & Team

Benefits & Advantages

Customer (intern/extern)

Cash Flow, etc.

.

CoreThemes

CTQ

CTQ

CTQWork safety

Time plan & Mile Stones

Resources & Team

VOC

CoreTh

CTQ

CTQ

CTQ Project strategyThemes CTQ

CTQ

S ifi M bl A hi bl R l f h T Ti h d l

Project strategy

„Thought Map“


Specific, Measurable, Achievable, Relevant for the Team, Time schedule

Example Business Score CardLevel 1 Level 2 Level 3

Reference Values Unit 2000 2001 February YTD cumVolume Poly Mt 30154 31455 2042 4404

European Performance Goals

Target ActualBaselineGlobal Business Key Values

Operation Performance

yVolume Comp Mt 16130,6 20389 1759 3664AOP census # 166 166 166Total Fix Costs TDM 29719 33702 2359 5866

Site Scorecard Metrics

• Improve safety behaviors

• Establish key customer

• Be customer intimate and market focused

• Drive growth throughSafety (TCIR) TCIR 1,66 1,45 1,99 1,96Report. Enviro. Incidents # 0 0 0 0Employee Training h/empl 36 40 5,5 11Customer Complaint Frequency ppm 4040 3200 26983 16358Customer Sigma (1Op) 4,2 4,23 3,4 3,6

Establish key customer partnerships for service and product development

O ti i ti f

Drive growth through innovative products and solutions

P id & t lg ( p) , , ,

Customer On Time Delivery % 97,3 98,5 98,3 97,5COPQ Plant controllable TDM 9200 9084 9240Inventory Level Turns 14,7 15,4 10,6 11,3Active Six Sigma Projects # 35 33 33SixSigma Project Benefit TDM 10100 9000 873 1768

• Optimization of compound efficiency

• High viscosity food

• Provide & capture value

• Meet our commitments through integrity,

Six Sigma Project Benefit TDM 10100 9000 873 1768CapEx Cost Factor act. vs. appro % 95 95 80 80

CP Polymer Mt/day 81,37 86,2 73,70 71,00CP Compound Mt/day 44,70 56,6 67,10 67,60

Manufacturing Scorecard Metrics

grade resin capability

• Use Six Sigma Plus to

accelerate growth and

accountability and speed

• Set the standard for safety, quality and CP Compound Mt/day 44,70 56,6 67,10 67,60

RTY Polymer % 89,56 89,7 89,70 89,70RTY Compound % 93,20 94,6 95,63 94,40Yield Loss Polymer ppm 10500 5700 5800 5600Product Sigma Polymer (13Op) 4,65 4,83 4,82 4,83Yield Loss Compo nd ppm 63800 50000 39700 50100

accelerate growth and productivity

safety, quality and consistency

Yield Loss Compound ppm 63800 50000 39700 50100Product Sigma Compound (16Op) 4,15 4,23 4,31 4,23Overall Efficiency Polymer % 86,91 85,36 73,00 70,40Overall Efficiency Compound % 46,40 65 58,10 60,90Conversion Cost Polymer DM/kg 0,55 0,52 0,56 0,54


Conversion Cost Compound DM/kg 0,89 0,81 0.67 0.66

Quality Function Deployment

Customer

The structured approach to work towards customer needs

Requirements

House of

FunctionalRequirements

mer

s

Product DesignSpecifications

s

Process SpecificationsHouse of

Quality 1

Cu

sto

mN

eed

House of

Quality 2

Fu

nct

ion

al

Req

uir

emen

ts

House of

Quality 3

p

uct

Des

ign

cifi

cati

on

s

House of

Process Control

ss

atio

ns

Product Design

Quality 3

Pro

dS

pec

House of

Quality 4Pro

ceS

pec

ific

a

RequirementsProcess

Requirements Process Control Requirements

ManufacturingProcess Engineering

• Performance• Reliability

DevelopmentMarketing

• Quality Monitoring• Performance • Reliability• Manufacturability• Cost

Six SigmaDesign for Six Sigma

y g• On Line Control • Statistical Process Control

• Quality• System Cost


Six Sigmag g

A Check List for the Project 1. What shall be achieved with the project? What are the specific

goals? Are they measurable?

2. How are the project goals linked with the business goals?

3 How ambitious are the goals? Does the project realization make3. How ambitious are the goals? Does the project realization make sense?

5 Does the project increases the customer satisfaction?5. Does the project increases the customer satisfaction?

6. Who has an advantage? Are they involved?

7. How big is the scope? “Boiling the Ocean” or feasible?

8 What is the probability of success?8. What is the probability of success?

9. Are Benchmark information available? If so, where?

10. What happens, if the project can not be realized?

11 Which resources are available for the project (team)?


11. Which resources are available for the project (team)?

The Team / Project Charter

The content of the charter

• Problem description

• Project goal Specific

• Metrics

• Impact on the customerMeasurable

Impact on the customer (extern/intern)

• Financial advantageAchievable

Financial advantage

• Project team (Leader/Champion)

Relevant for the Team (Leader/Champion)

• Resources (Manpower/Money) Time

• Time schedule

• Impact on work safety


Risk Analysis

Health, Safety & Environment

Legal & Statutory Requirements

Management

Market Pressure

Management Pressure

Risk categoriesTechnology

Development

Risk categories

DevelopmentCompetition

Warranty Services

Customer requirements

Public Liability

The categories are just examples. They have to be adjusted / l t d d di f th j t


completed depending of the project or program

Project Phase „Measure“Tool CompositionProcess Plan

• Prüfergebnis• Regelkreisinfo an

SMD/Siebdruckggf. Linienstop

Lotpasten- SMT- Reflow- SPC-

•Regelkarte•Lotpastenhöhe •Rüstkontrolldaten •Lötqualität

• Prüfergebnis• Regelkreisinfo an

SMD/Siebdruckggf. Linienstop


•Regelkarte•Lotpastenhöhe •Rüstkontrolldaten •Lötqualität


•Regelkarte•Lotpastenhöhe •Rüstkontrolldaten •Lötqualität C & E Matrix

Lotpastendruck Bestückung

ReflowLöten

SPCPrüfung

M LeiterplatteS LP-MarkenM LotpasteA ArbeitsanweisungS SchabloneS Temperatur

M BauteileK BestückprogrammK BE NachversorgungA ArbeitsanweisungS DruckluftS Wartungszustand

K Lötprofil ProgrammS HilfsstoffeS WartungszustandS Ofenverschmutzung

S Regelkreis-information

A KontrollfolieA Prüfanweisung

•Bestückqualität •Lotwellenparameter •Go / no go•Fehleranzahl•Fehlerzettel


ReflowLöten

SPCPrüfung








ReflowLöten

SPCPrüfung







1 2 3 4 5 6 7 8 9 10 11

Process Step Process Inputs Hea

vies

in

Pro

du

ct

Ligh

ts in

P

rod

uct

Moi

stur

e in

P

rod

uct

Aci

dity

in

Pro

du

ct

Low

Cap

acity

F

rom

Uni

t

Exc

essi

ve

Dow

ntim

e

Ma

teria

l Lo

sses

Cor

rosi

on o

f E

qu

ipm

en

t

Poo

r R

eact

or

Pe

rfo

rma

nce

Total

139 Day Tanks Analysis 10 10 9 9 3359 Reactor Cat./HF Ratio 5 8 7 1577 Reactor Rxr Temperature 6 5 4 7 14973 Lights Removal Condenser Leak 4 8 2 4 1 148

Measurement SystemPart No. Standard 1st Measure 2nd Measure 1st Measure 2nd Measure Agreement

1 acceptable a. a. a. a. 100%

Appraiser 1 Appraiser 2

THT-Bestückung

End-Prüfung

Schwall-Löten

M BauteileA Roy.- ProgrammA BestückanweisungS Training

A LötparameterM HilfsstoffeM LötmaskeS Wartungszustand

A PrüfprogrammS AdapterS Netzwerk

•Fehlerzettel•DiagnoseTHT-

BestückungEnd-

PrüfungSchwall-

Löten




•Fehlerzettel•DiagnoseTHT-

BestückungEnd-

PrüfungSchwall-

Löten




•Fehlerzettel•Diagnose

74 Lights Removal Reboiler Leak 4 8 2 4 1 148131 Purification Low Stages 8 8 144144 Final Storage Containers 3 2 6 6 140100 Neutralization pH Value 6 6 3 13816 Catalyst Stripper Pluggage 3 6 5 3 137111 Drying Decomposition 2 6 3 2 2 13439 Drier Water Carryover 4 6 5 1 13234 Drier Molecular Sieve 3 3 2 7 2 125

Data Representation


3 not acceptable n.a. n.a. a. a. 60%


5 acceptable a. a. n.a. a. 80%

6 not acceptable n.a. n.a. n.a. n.a. 100%Gage R&R

16

14

12

10

zelw

ert

_

OEG=13,54

1

I-Karte von Einzelwerte

Data Representation

Process CapabilitySigma Calculation 191715131197531

8

6

4

2

Beobachtung

Ein

z X=8,04

UEG=2,54

0,11

0,10

0,09

Boxplot von FeuchteData Collection Plan

Was? Warum? Wer? Wie? Wann? Wo?

(1) (2) (3) (4) (5) (6) (7) (8)

Datensammlungsplan für Rüstzeitverbesserungsprojekt

7654321

0,08

0,07

0,06

0,05

Charge

Feu

chte

(1) (2) (3) (4) (5) (6) (7) (8)Nr. Messgröße Art der

Messgröße (ProzessOutputInput)

Art der Daten (stetig/diskret)

Operationale Definition/ Gage R&R

Verantwort- lichkeiten

/Zeitaufnahme und Registration/

Sammelverfahren (geänd.2)

Datum/ZeitHäufigkeit

Quelle/Ort

1.

Wechsel-Einstellung der Vorrichtungen im Betrieb

Output stetig Definition: Wechsel-Einstellung der Vorrichtungen in Minuten. Wechsel der Vorrichtungen, Einstellung, Kontroll. Messung der Umbauzeit mittels DIGITIME Zentraluhr. Genaugkeit:1 min

Schw.MA. des bestimmten Taktes

1.1 -Nehmen das geschweißte Endstück aus der Vorrichtung der letzten Serie aus , dann auf den Boden legen lassen. Dieser Zeitpunt soll als Startpunkt durch Schweißmitarbeiter in die Tabelle registriert werden .

bei jeder Serienwechsel und bei jeder Umstellungen pro Takte

Schweißerei beim Arbeitzplatz

Einlagerung der Bauteile im

Prozess stetig Definition: Einlagerung-Teileferfügbarkeit der

Schichtleiter der Schweißerei (wenn er

2.1 -Endstück der letzte Serie geschweißt, Auslagerung der Teile der

bei jeder Serienwechsel

Schweißerei beim

Project strategy

2.

Betrieb Bauteile in Minuten. Auslagerung die leere Behälter, Einlagerung der Bauteile, Kontroll. Messung der o.gen. Prozesszeit mittels DIGITIME Zentraluhr. Genaugke

fehlt:Schw.MA. des bestimmten Taktes)

alten Serie, Putzen, Einlegerung der Teile der neuen Serie und anschließende Messung. Stoppunkt: alle Teile zum Schweißen wurden eingelagert .

und bei jeder Umstellungen pro Takte

Arbeitzplatz

3.

Ausgabe der Dokumentation im Betrieb

Output stetig Definition: Ausgabe der Dokumentation in Minuten. Zusammensamlung der alten Zeichnungen, Ausgabe der Dokumentation der neuen Serie, Kontroll. Messung der o.gen. Prozesszeit mittels DIGITIME Zentraluhr.

Schichtleiter der Schweißerei

3.1 -Endstück der letzte Serie geschweißt, sammeln die Zeichnungen der alten Serie zusammen, geben die Zeichnungen der neuen Serie aus und anschließende Messung. Stoppunkt: wenn alle Dokumentation die zum Schweißen

bei jeder Serienwechsel und bei jeder Umstellungen pro Takte

Schweißerei beim Arbeitzplatz


„Thought Map“

Project Phase „Analyse“

Process Analysis

Results of the

measurement phase

Tool Composition

Előző széria utólsómuldéját kiveszi a

készülékből

Ki kell cserélni akészüléket?

Át kell állítani akészüléket?

Igen

NemKitakarítja a területet

Új rajzokat kiadja Régi rajzokat beszedi

Nem

Igen

1 2 6

15

0 perc 0 perc

0 perc

8 perc

0 perc

0 perc

Irányítja - szervezia folyamatot

Irányítja - szervezia folyamatot

A kimaradtalkatrészeket

elszállítja a köztesraktár területére

Az előkészítettalkatrészeket

bepakolja a hegesztőállásokba du.-éjszaka

3 4 9

11

19

18

1-5 perc 5 perc

5-10 perc

30-60 perc20,20,20

perc15,20,20

perc30-45,30-45,30-45 perc

FocusedProblem definitionProb

A kimaradtalkatrészeket

elszállítja a köztesraktár területére

Az előkészítettalkatrészeket

bepakolja a hegesztőállásokba

A nagyobbkészülékeknélsegítkezik akivontatásnál

A készüléket kivisziaz üzemből

Szabaddá teszi azutat a készülékek

kipakolásához

A nagyobb-nehezebbalkatrészeket

bepakolja a hegesztőmunkahelyre

A készüléket bevisziaz adott ütemre

A nagyobb-nehezebbtárolóeszközöket(kocsi) kiviszi az

üzemből

Időlegesen felügyeli aszériaváltás

folyamatát targoncásoldalról

5-180 perc

Az üres ládákat,kalodákat kipakolja

az átmenetitárolóterületre

A keletkezett selejtesalkatrészeket,

felesleges szemetetkiviszi

5 -180 perc

5

8

7

12

10

14

13

17

16

21

20

20 perc

6 perc

5 perc

perc perc

5 perc

20 perc

16

14

12

t

OEG=13,54

1

I-Karte von Einzelwerte

Data Representation

Root Cause Analysis

191715131197531

10

8

6

4

2

Beobachtung

Ein

zelw

ert

_X=8,04

UEG=2,54

0,11

0,10

Boxplot von Feuchte

Root Cause Analysis

7654321

,

0,09

0,08

0,07

0,06

0,05

Charge

Feu

chte

Hypothesis Tests & Data Analysisyp y

t-Test,

ANOVA8045

DOE Cube Plot

DOE

16A

15A Teststatistik 0,93p-Wert 0,920

Teststatistik 0 32

Bartlett-Test

Levenes Test

Test auf gleiche Varianzen für Festigkeit

Variance comparison Process or Product Name:

Prepared by:

Responsible: FMEA Date (Orig) ______________

Potential Potential S OC

D R

FMEA

F-Test

Regression

Chi²1

-1

40

20180160

Variable 3

Variable 2

Variable 1

8352

68

7260

54

19A

18A

17A

16A

1614121086420

Str

om

95% B f i KI fü St d d b i h

Teststatistik 0,32p-Wert 0,863

Project strategy

Process Step/Input

Potential Failure Mode

Potential Failure Effects

SEV

Potential Causes

OCC

Current Controls

DET

RPN

000000000


95%-Bonferroni-KIs für Standardabweichungen

„Thought Map“0000

Project Phase „Improve“Results of the

analysis phase

Tool Composition

Process or Product Prepared by:

FMEAEvaluate Solutions

Work out SolutionsProduct Name:

Prepared by:

Responsible: FMEA Date (Orig) ______________

Process Step/Input

Potential Failure Mode

Potential Failure Effects

SEV

Potential Causes

OCC

Current Controls

DET

RPN

000

Kern TEAM

Risk Assessment

000000000

Implementation Plan

Project strategy

Risk Assessment

DOEProject strategy

„Thought Map“Pilot Trial

Select SolutionSolution Person A Person B Person C Sum

A 4 3 5 12A 4 3 5 12

B 2 1 2 5

C 3 3 3 9

D 1 2 1 4

E 4 5 4 13

F 2 2 4 8

G 2 2 5 9

O ti S tti


Optimum Setting

Project Phase „Control“Results of the

improve phase

Tool Composition

P D i tiStandardization

Result Assessment

Process DescriptionDescription of the activity Process step No.

List of Inputs:

Purpose: Duration:

Inputs

Customer: Used tools:

Responsible: Special knowledge:

Location of conducting:

List of Outputs:

Name of the activity in

the process map

Outputs

Project strategy

Details of activities and required tools

If available, provide samples, standard forms etc.

Activity: Description: Specials: Remarks:

Final Documentation

Project Completion Hand Over Process Step

Result (Output)Process Step

Result (Output)

j gy

„Thought Map“

Documentation

Kern TEAM• Experiences

• Results

SpecificationLSL

GoalUSL

CapabilityCp

CpkSample

QuantityFrequence

Measurement Syst.% R & R

Factor (Input)

SpecificationLSL

GoalUSL

CapabilityCp

CpkSample

Quantity

ActionsWhat

SpecificationLSL

GoalUSL

CapabilityCp

CpkSample

QuantityFrequence


Factor (Input)

SpecificationLSL

GoalUSL

CapabilityCp

CpkSample

Quantity

ActionsWhat

• Recommendations

% R & R% P/T

QuantityFrequence


% P/T

ResponsibleCompleted

Effectiveness

DateReviewed by

% R & R% P/T

QuantityFrequence


% P/T

ResponsibleCompleted

Effectiveness

DateReviewed by


Control strategy to sustain results

The Control Strategy

Quality Function DeploymentCustomer

Requirements

House of

FunctionalRequirements

mer

s

Product DesignSpecifications

s

Process SpecificationsHouse of

Quality 1

Cu

sto

mN

eed

House of

Quality 2

Fu

nct

ion

al

Req

uir

emen

ts

House of

Quality 3

p

uct

Des

ign

cifi

cati

on

s

House of

Process Control

ss

atio

ns

Product Design

Quality 3

Pro

dS

pec

House of

Quality 4Pro

ceS

pec

ific

a

RequirementsProcess

Requirements Process Control Requirements

Process control ensures that customerProcess control ensures that customer requirements will be fulfilled. But it will also reduce

our cost when properly conducted
