PDCA - Free Six Sigma
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Transcript PDCA - Free Six Sigma
PDCA
A Tool For Continuous Improvement
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Objectives
Introduce Lean Six Sigma (LSS) principles
Identify the steps of the PDCA problem
solving model used in a LSS model
Identify and use various quality problem
solving tools
Identify an use various team dynamic tools
Standardize corporate wide PDCA process
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LSS Yellow Belt
A Lean Six Sigma Yellow Belt is an individual who has
a broad understanding of LSS and the basic continuous
improvement tools
Yellow Belts participate on improvement teams as well
as use the tools, as applicable, in their day-to-day jobs
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What is Six Sigma
Six Sigma is a business management strategy, originally
developed by Motorola, that today enjoys widespread
application in many sectors of industry
Six Sigma seeks to identify and remove the causes of
defects and errors in manufacturing and business
processes. Its primary focus is on process targeting and
variation reduction
It uses a set of quality tools, including statistical methods,
and creates a special infrastructure of people within the
organization who are experts in these methods
Each Six Sigma project carried out within an organization
follows a defined sequence of steps and has quantified
financial targets (cost reduction or profit increase)
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What is Lean
Standardized
Work
“Lean” is a business
management strategy,
originally called the
“Toyota Production
System” that was born
at Toyota in the early
1950’s
Quick
Changeover
Kanban
5S/
Visual
Factory
Lean
Manufacturing
Problem
Solving
Kaizen
Error
Proofing
Total
Productive
Maintenance
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7 Forms of Waste
CORRECTION
WAITING
Repair or
Rework
Any non-work time
waiting for tools,
supplies, parts, etc..
OVER PROCESSING
Doing more work than
is necessary
Types
of
Waste
MOTION
Any wasted motion
to pick up parts or
stack parts. Also
wasted walking
OVERPRODUCTION
Producing more
than is needed
before it is needed
INVENTORY
TRANSPORTATION
Maintaining excess
inventory of raw mat’ls, Wasted effort to transport
materials, parts, or
parts in process, or
finished goods into or
finished goods.
out of storage, or
between
processes.
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What is Lean Six Sigma (LSS)
Lean Six Sigma is a business management strategy
that combines the tools and techniques of Lean
Manufacturing and Six Sigma to form an integrated
continuous improvement strategy
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Costs
Total Product or Service Price to Customer
Profit
Profit
Total
Cost
to
Produce
or
Provide
0
A.
Budget Constraints and
Competition Drive a
Lowered Price
Profit
Waste
(COPQ)
Theoretical
Profit
Profit
Waste
(COPQ)
COPQ
Costs
i.e.,
Cost of
Doing the
Right
Things
Right
the First
Time
B.
Theoretical
Theoretical
Costs
Costs
C.
D.
E.
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What is PDCA Problem Solving
Originally developed by Walter Shewhart in 1930s.
Sometimes referred as “Shewhart Cycle”
Solving problems by finding real root causes
Taking action that permanently removes the problem
Part of the Continuous Improvement methodology
Involves two main strategies
Analysis
Action
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PDCA
ACT
PLAN
- Standardize actions
- Understand gaps between
customer’s expectations and
what you deliver
- Improve process first by
analyzing root causes and identify
solutions for these problems
- Continue to collect data
and verify goals
CHECK
DO
- Observe the effect of the change
- Implement solutions using
action planning
- Collect data to verify changes
are working
- Collect data to verify goals
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What is Root Cause Analysis
What is Root Cause Analysis?
Process to arrive at the
preliminary causes of a problem
Finding the reason a problem
exists and eliminate it with
corrective actions
Front-end work
Defining the problem in
quantifiable terms
Testing potential root causes
Verifying the root cause
Common Barriers to Root
Cause Analysis
Problem described incorrectly
Problem solving effort expedited
Poor team participation
No logical process
Permanent corrective action not
implemented
Over-reliance on experience
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PDCA Project Status Report
PDCA PROJECT STATUS REPORT
PROJECT TITLE
DATE
LOCATION
CUSTOMER
PLAN
DEPARTMENT
TEAM LEADER
TEAM MEMBERS
DEFINE THE PROBLEM
IMPLEMENT CONTAINMENT
DEFINE THE GOAL
ROOT CAUSE ANALYSIS
IDENTIFY SOLUTIONS
DO
IMPLEMENT ACTION PLAN
CHECK
EVALUATE RESULTS
ANALYSIS OF GAPS
ACT
STANDARDIZE
MONITOR RESULTS
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Use a Team Approach
Starting out right
Set meetings, procedures,
ground rules
Team Membership
Who are the other members?
Why are they here?
What is my role in this team?
WIIFM
Select a team champion
Select team members
Select team support
Are all areas of
technical expertise
available?
Communications
Establish time and resources
to work on project
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Stages of Team Development
The stages include:
Forming
Storming
Norming
Performing
Each stage is unique and each team
experiences it in a different way
Things are always changing
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Team Tools: Brainstorming
1. Select a facilitator
v
Probability
of
Correct
Decision
Stre s s or
Pre s s ure
Force s to
the Le ft
2. Give everyone 1-2 minutes to
silently think about the problem
3. Invite everyone to contribute ideas
4. Write down all ideas
Voting
Consensus
Leader
Rules Minority
Majority
Rules
Rules
Don’t critique ideas
Use your imagination
Build on others’ ideas
Piggybacking
5. Continue until you run out of ideas
6. Discuss and narrow down ideas
using Nominal Group Technique
or Multi-Voting
Aim for QUANTITY
Record each idea
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Plan: Define the Problem
PLAN
Objective:
Review existing data
Specify the internal/external customer
problem by identifying in quantifiable
terms (who, what, when, where, why,
how, how many) for the problem.
DEFINE THE PROBLEM
Use an “Operational Definition”
that has a common meaning to
everyone who reads it
Use verifiable criteria
Symptoms are often mistakenly
used to describe a problem
DEFINE THE GOAL
ROOT CAUSE ANALYSIS
IDENTIFY SOLUTIONS
Identify the internal/external customer
expectations
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Plan: Define the Problem
Process
Review existing data
Get team feedback
Go see the problem
Identify process flow
Ask 5W+2H
Are there multiple problems?
Is containment required
Tools
Process Mapping
5W+2H
Operational Definition
Historical Data & Charts
Pareto Chart
PDCA Project Status Sheet
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Tools: Flowchart Flowcharting Symbols
Process Step
Decision
Documentation
Process
Start or Stop
Connector
Represents functions or steps in the process. A brief
description is written in the box.
Represents a point where there are at least two
alternatives for the next step of the process. A
question is written in the diamond.
Represents a document that is produced as part of
the process. A description is written in the box.
Represents the beginning or end of the process.
Usually labeled START or END.
Used to connect flowcharts between pages or long
distances. Usually labeled with a letter or a number.
Storage
Represents product storage as finished goods or
work in progress.
Inspection
Represents steps where a product is inspected.
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Tools: Current & Historical Data
Customer Feedback
PPM charts, SPC/Run charts
Program Timelines
Test Results
Performance Reports/Feedback
Input-Process-Output (IPO)
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Tools: 5W2H
Who? Who is the customer complaining?
What? What is the complaint or opportunity?
When? When did the problem start or occur?
Where? Where is the problem observed?
Why? Why is this problem occurring (known data)?
How? How does the process work?
How Many? How many defects?
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Tools: Pareto Chart
1st Level Pareto
2nd Level Pareto
35
Sources of
Application Errors
30
1 = Incorrect Data
2 = Missing Data
3 = Bad Data Entry
4 = Spelling
5 = Penmanship
6 = Other
25
20
30
20
15
10
10
5
5
0
0
2
3
4
5
6
VALUE
1=
2=
3=
4=
5=
6=
25
15
1
Sources of
Incorrect Data
35
What is the relative
importance of each
part of the problems?
What should be the
starting point for
problem solving?
Where should we
focus our attention?
1
2
3
4
5
6
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Tools: Operational Definition
Description of
Problem
WHO
IS
IS NOT
Cust omer Name
Location
WHAT
P roduct
P rocess
System
WHEN
First Seen
When else seen
(dates, events)
When seen in
process life cycle
WHERE
Seen on object
Seen
geographically
WHY
Supportive data
HOW
P rocess
conditions
HOW MANY
Number of
defect
Number of parts
Number of
concerns
T rends
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Tools: Input-Process-Output
(IPO)
INPUT
-
PROCESS - OUTPUT
(IPO)
People
Material
Perform a Service
Equipment
Policies
Procedures
PROCESS
(ACTIVITY)
Produce a Product
Methods
Environment
Complete a Task
SOURCES OF
VARIABILITY
MEASURES OF
PERFORMANCE
Process
Process
Process
Process
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Containment Actions
Is Containment Required?
Define and implement containment actions to isolate the
effect of problem from any internal/external customer
until corrective action is implemented
Verify the effectiveness of the containment action
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Containment Actions
Minimize effect of problem
on the customer
Common Problems with
Containment Actions
Temporary SOP’s
Considered as permanent solution
100% sorting/inspection
Costly
Do/Perform/Make in-house vs
outsource
Easily forgotten
Typically only address an effect
and not root cause
Same problem/effect will
surface again
Temporary company policies
Additional approvals (signoff)
Single source
Certified operators/people
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Tool: Containment Action Worksheet
1. Pos s ible Containment
Actions
2. Se le cte dContainment
Action(s )
3. Inte rve ntion in
Proce s s /Sys te m :
Supplier
In -House
Customer
End User
Other: _________________
4.
Ve rification Measure m e nt
Measurement
Type of Data Collection Chart
5. Validation Me asure m ent
Measurement
Type of Data Collection Chart
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Plan: Define the Goal
PLAN
DEFINE THE PROBLEM
Objective:
DEFINE THE GOAL
Identify “What is the end goal”
ROOT CAUSE ANALYSIS
IDENTIFY SOLUTIONS
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Plan: Define the Goal
Process
Tools
Review data
Identify goals that are
measurable
Customer Expectations
(Internal/External)
Team Tools
Does everyone understand?
PDCA Project Status Sheet
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Plan: Root Cause Analysis
PLAN
Objective:
DEFINE THE PROBLEM
DEFINE THE GOAL
ROOT CAUSE ANALYSIS
Identify all potential causes
that could explain why the
problem occurred
Isolate and verify the root
cause by testing each
potential cause against the
problem description
IDENTIFY SOLUTIONS
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Plan: Root Cause Analysis
Process
Tools
Brainstorm additional data
requirements
Team Tools
Repeated Why
Analyze data
Cause & Effect Diagram
Identify potential causes
Check Sheets
Collect data to isolate root causes
SPC and Run Charts
Select potential root cause
Histogram
Prioritize actions
Process Flowchart
Pareto Chart
Scatter Diagram
Timeline
Root Cause Analysis Worksheet
PDCA Project Status Sheet
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Identify Potential Causes
Continue to ask the repeated “Why” statements
List potential root causes
Group discussion / Brainstorming session
Cause and Effect diagram
FMEA
If the problem is new, develop a time line
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Tools: Repeated Why
Poor Quality Parts
Stick to the facts
WHY?
(Because the)
WHY?
(Because the)
WHY?
(Because the)
WHY?
(Because the)
WHY?
(Because the)
The Problem Statement is…….
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Tools: Cause and Effect
Category
Cause
Cause
Cause
Effect
Cause
Cause & Effect Diagrams
are also known as
Fishbone Diagrams
Category
Typical Categories
Manpower
Machine
Methods
Material
Mother nature
(Environment)
Measurement
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Tools: Check Sheet
Carmen’s World Famous Whoopie Pies
Project:
Types of
defects in
finished pies
Defect
Data collected by:
Dates: June 20-26
Location:
Lot size: 200
SUN
MON
Maine plant
TUE
WED
THU
FRI
SAT
VALUE
What facts or data patterns
will help us to better
understand the problem
and its cause(s) ?
How do we translate our
« opinions » about the
problem into « facts » ?
Check sheets are used to
capture factual data from
the beginning. They are
filled by operators to
describe the situation
following the data collection
plan.
Total
Too much cream
24
Too little cream
9
Too crumbly
21
Too big
13
Too small
14
Not sweet
enough
9
Not chocolaty
enough
1
Has a bite in it
6
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Tool: Histogram
VALUE
Frequency
How frequently does a certain
effect occur?
What does the frequency
distribution look like - a normal
curve or some other statistical
form ?
How frequently is the process
outside of specifications ?
What is the nature of the
deviation outside of
specifications, e.g., synthetically
or not,...
18
16
14
12
10
8
6
4
2
0
1
2
3
4
5
6
7
8
9
10
11
Shaft diameter
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Tools: Histogram
Normal Distribution
Multi-Modal Distribution
Bi-Modal Distribution
Positively Skewed
Negatively Skewed
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Tools: Sigma/Distribution Curve
68%
95%
99.7%
–3s
–2s
–1s
X
+1s
+2s
+3s
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Tools: Run Chart
Sam ple Run Chart
78
Series1
76
74
72
Value
70
68
66
64
62
60
58
1
3
5
7
9
11
13
15
17
19
21
23
25
27
29
31
33
35
37
39
41
43
45
47
49
Time or Sequence
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Tools: Sigma/Distribution
Curve
UCL
3 Sigma
2 Sigma
68%
1 Sigma
X
1 Sigma
2 Sigma
95%
3 Sigma
99.7%
–3s
–2s
–1s
X
LCL
+1s
+2s
+3s
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Tools: Run Chart / SPC
VALUE
In the variation we observe in a
problem characteristic or
parameter, what part is natural
variation (within the process
Control chart
control limits) and what part is due
to specific special causes ?
random variation vs. special events
How often does the process go out
of control?
Out of control
Are there any discernable trends
USL
that should concern us ? Can any
preventive actions be taken based
Upper control limit
on these trends ?
Average
Lower control limit
LSL
Time
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Tools: Scatter Diagram
4.5
Variable 2
Positive Correlation
An increase in y may be
related to an increase in x.
4.0
3.5
150
y
400
650
Variable 1
Negative Correlation
A decrease in y may be
related to an increase in x.
4.0
3.5
150
400
650
Variable 1
Confirm that 2
variables are
correlated
What is the
nature of the
relationship
between the
variables ?
x
4.5
Variable 2
VALUE
x
y
4.5
Variable 2
No Correlation
There is no demonstrated
connection between y and x.
4.0
3.5
150
400
650
x
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Tool: Root Cause Analysis Worksheet
List of Potential Causes
Data
Required
Responsibility
Data
Analysis
Tools
Is this a
Root Cause?
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Plan: Identify Solutions
PLAN
Objective:
DEFINE THE PROBLEM
DEFINE THE GOAL
Define the best permanent
corrective actions
Identify measures to ensure
the root cause is eliminated
ROOT CAUSE ANALYSIS
IDENTIFY SOLUTIONS
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Plan: Identify Solutions
Process
Tools
Identify best solutions
Team Tools
Verify solutions verses root cause
Action Planning
Select best solution
Force Field Analysis
Clearly describe solution
Cause & Effect Diagram
Determine if simple test is
possible
Scatter Diagram
Verify measurable
Decision Matrix
Develop Implementation
Action Plan
Root Cause Solution Worksheet
PDCA Project Status Sheet
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Tools: Action Matrix
Big Effect on Root Cause
Big Payoff/Easy to do
Big Payoff/Hard to do
DO THESE NOW!
PRIORITIZE/PLAN
TO IPLEMENT THESE
HARD
EASY
DO THESE AFTER
DOING EVERYTHING
ABOVE
Minimal Benefit/Easy to do
SKIP THESE
Minimal Benefit/Hard to do
No Effect on Root Cause
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Tools: Force Field Analysis
DRIVERS
ISSUE
RESTRAINERS
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Tools: Root Cause Solution Worksheet
Root Cause:
_____________________________________________________________________________________
List of Potential Solutions
Pros / Cons
Verification
Method
Responsibility
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Do: Implement Action Plan
Objective:
Implement permanent
corrective actions
Evaluate results of action plan
IMPLEMENT ACTION
PLAN
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Do: Implement Action Plan
Process
Tools
Review action plans
Action Planning Worksheet
Assign responsibilities
Timelines
Implement solutions
PDCA Project Status Sheet
Conduct training
Establish controls
Verify measurement
Remove containment if necessary
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Tools: Action Planning Worksheet
Core Team Member:
______________________________________________________________________________
Actions/Steps
Resources
Responsibility
Start
Date
Complete
Date
Validatio
n Method
Status
Comments
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Check: Evaluate Results
Objective:
Evaluate Results
Verify corrective actions before
the actions are permanently
implemented
Process capability run
Quality data analysis
Field test
Prototype
Rework report
Document verification results
Update quality documents
Verify the solution with customer
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Check: Evaluate Results
Process
Tools
Collect data
Quality Charts
Analyze data
PDCA Project Status Sheet
Are results achieved?
Has root cause been
eliminated?
Confirm results with customer
Verify no other issues introduced
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Act: Standardize and Monitor
Objective:
Validate corrective actions
STANDARDIZE &
MONITOR
Evaluate the effectiveness of
current measurements to
detect failure
Update quality procedures to
prevent recurrence of this and
all similar problems
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Act: Standardize and Monitor
Process
Tools
Operating Procedures
PDCA Project Status Sheet
Identify and agree to long term
validation methods
Identify similar products,
product lines, serviced,
equipment, and processes that
could benefit from these
findings and solutions
Update quality documents
Retrain as necessary
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Tool Matrix
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