controll presentation

8/7/2019 Controll Presentation

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By: Wadea Ameen 431106471 1

King Saud University

College of Engineering

Industrial Engineering Department


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What is DMAIC ?

A structured approach to problem solving and process improvement


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DMAIC ProcessDMAIC Process

y PHASE 0: Definition.

These processes consist of identification of product orprocess that need improvement and also benchmarkingproduct characteristic from other company.

y PHASE 1: Measurement.

This phase consist of selecting characteristic (dependentvariable, independent variable, process mapping). The majortool is Quality Functional Deployment (QFD).

y PHASE 2: Analysis.y This process analyze and benchmark the key product or

performance metrics. This phase determine which factor thatinfluence more and which level of factor is the best for theprocess. Common tool is using Design of Experiment (DOE).


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DMAIC Process cont.DMAIC Process cont.

y PHASE 3: Improvement.

After knowing which characteristic level is thebest, we must improve that process factor andcharacteristic. DOE and Taguchi Method arecommon tools used to make improvement.

y PHASE 4: Control.

This process need to monitor new processconditions via Statistical Process Control (SPC).After steady period, the process capability isassessed.

y control: process performance and ensure thatdefects do not recur.


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Flow chart (DMAIC):Flow chart (DMAIC):


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ControlActivities& ToolsControlActivities& Tools

y Control Activities- Determine Needed Controls(measurement, design, etc.)- Implement and Validate Controls- Develop Transfer Plan- Realize Benefits of Implementing Solution- Close Project and Communicate Results

y Control Quality Tools- Statistical Process Control

- Out of ControlAction Plan (OCAP)- Design Changes to eliminate


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Objective ControlObjective Control

y Prevent the problem and its root cause

from recurring.

y Document project

y Implement results

y Implement controls


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ControlControl PhasePhase ActivasteisActivasteis

y Confirmation you solved the practical problem

y Benefit validation

y Buy into the Control plan

y Quality plan implementation

y Confirmation of Improvementy Procedural changes

y System changes

y Statistical process control implementation

y

Mistake-proofing the processy Close documentation

y Audit process

y Coping(creat) next project


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All new tooling, processes, clarifications, andvisual aids documented in PIs.Creation of MOPXXX with all the quality criteriafor Variable Lasso Deflection and Contraction

performance.MOP003 updated with reference to new createdMOPXXX.PU quality criteria documented in WSS001 andavailable in QA workbenches.

Standardize


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MONITORINGMONITORING


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Project ClosureProject Closurey

Improvement must be continuous, but individualy initiatives and project teams come to an end.

y Learn when its time to say goodbye.

y Effective project closure weaves together the themes

y of:

y

Project purpose.y Improvement methods.

y Team skills and structures.

y Develop managerial systems to capture learnings and

y enable the organization to address system issues.

y Documentation and recognition are two critical aspectsy of project team closure.

y Celebrate


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Elements of a Control SystemSensor(measurement technology & control chart)

Allows the system to monitor the

current process performance

Alarm(control limits and trend rules)

Establish limit(s) and run ruleswhich require attention

Control Logic(OCAP)

A predefined set of actions to

follow that are alarm specific

Validate(next sample)

Assure the action was effective

Add alarms where needed and assure we do not ignore validalarms. SPC methods should be used to establish alarms.


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Control Plan Tools:

1. B Six Sigma con ro method .

- 7M Tools: Affinity diagram, tree diagram, process

decision program charts, matrix diagrams,

interrelationship diagrams, prioritization matrices,activity network diagram.

2. Statistical Process Control (SPC)

- Control Charts

Attribute based (np, p, c, u). Variable based (X-R, X)

-PRE-Control

-Common Cause Chart (Exponentially Balanced

Moving Average (EWMA))


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The affinity diagram is a business tool used to organizeideas and data. It is one of the Seven Management and PlanningTools.The tool is commonly used within project management andallows large numbers of ideas stemming from

brainstorming to be sorted into groups for review andanalysis

The affinity diagram was devised byJiro Kawakita in the1960s and is sometimes referred to as the KJ Method.

Record each idea on cards or notes

Look for ideas that seem to be related

Sort cards into groups until all cards have been used.Once the cards have been sorted into groups the team may sort large

clusters into subgroups for easier management and analysis.[4] Oncecompleted, the affinity diagram may be used to create acause and

effect diagram


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Tree Diagram

Tree diagrams can be a helpful way of organizingoutcomes in order to identify probabilities. For

example, if we have a box with two red,two green and two white balls in it, and we

choose two balls without looking, what is the

probability of getting two balls of the samecolor?

P(same color) = P(RR or GG or WW)

We use the tree diagram to the left to help us

identify the possible combinations of outcomes.Here we see that there are nine possibleoutcomes, listed to the right of the tree diagram.

This number is the size of the sample space for

this two state experiment, and will be in the

denominator of each of our probabilities.

Each of these possible nine outcomes has a

probability of 1/9, which we can find using themultiplication rule P(RR or GG or WW) = 3/9.


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The process decision program chart systematically identifies what might go

wrong in a plan under development. Countermeasures( ) aredeveloped to prevent or offset those problems. By using PDPC, you caneither revise the plan to avoid the problems or be ready with the best

response when a problem occurs.

The process decision program chart

How do we develop a Process Decision Program Chart?

Break down the task into a tree diagram. The bottom 'leaves' on the tree will now indicate the actual tasks

to be carried out.

For each bottom-level task 'leaf', brainstorm or otherwise identify a list of possible problems that could

occur.

Select one or a few of the risks identified in step 2 to put on the diagram, based on a combination of

probability of the risk occurring and the potential impact, should the risk materialize.

For each risk selected in step 2, brainstorm or otherwise identify possible countermeasures(prevent ) thatyou could take to minimize the effect of the risk.

Select a practical subset of countermeasures identified in step 4 to put in the chart.

Continue building the chart as above finding risks and countermeasures for each task. If there are a large

number of tasks, you can simplify the task by only doing this for tasks that are considered to be at risk orwhere the impact of their failure would be large.


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Purpose:Compare two or more groups of ideas, determinerelationships among the elements, and make decisions.

Matrix Diagram

Process

Generate two or more sets of characteristics to

be compared. Use tree diagrams orbrainstorming.Choose the proper matrix to represent theinteractions (L, T, X, Y).

Put the characteristics on the axes of thematrix.Rank the interactions from 1 (low) to 5 (high)


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MATRIX DIAGRAM

Patientsch

eduled

Attendanta

ssigned

Attendanta

rrives

Obtainsequipment

Transports

patient

ProvideTherapy

Notifiesofreturn

Attendanta

ssigned

Attendanta

rrives

Patientretu

rned

Arrive at scheduled time 5 5 5 5 1 5 0 0 0 0 0

Arrive with proper equipment 4 2 0 0 5 0 0 0 0 0 0

Dressed properly 4 0 0 0 0 0 0 0 0 0 0

Delivered via correct mode 2 3 0 0 1 0 0 0 0 0 0

Take back to room promptly 4 0 0 0 0 0 0 5 5 5 5

IMPORTANCE SCORE 39 25 25 27 25 0 20 20 20 20

RANK 1 3 3 2 3 7 6 6 6 6

5 = high importance, 3 = average importance, 1 = low importance

HOWS

WHATS

RELATIONSHIP

MATRIX

CUSTOMERIMPORTANCE

MATRIX


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Ad

dfea

tures

Ma

keex

istingpro

duc

tfas

ter

Ma

keex

istingpro

duc

teas

iertouse

Leaveas-isan

dlowerprice

De

vo

teresources

tonew

pro

du

cts

Inc

rease

tec

hn

ica

lsupport

bud

ge

t

Ou

tarrows

In

arrows

To

talarrows

Streng

th

Add features 5 0 5 45

Make existing product faster 2 1 3 27

Make existing product easier to use 1 2 3 21

Leave as-is and lower price 0 3 3 21

Devote resources to new products 1 1 2 18

Increase technical support budget 0 2 2 18

(9) = Strong Influence

(3) = Some Influence

(1) = Weak/possible influence

Means row leads to column item

Means column leads to row item

COMBINATION ID/MATRIX DIAGRAM

CHARACTERISTICS:

Uncover patterns in

cause and effectrelationships.

Most detailed level in

tree diagram. Impact

on one another

evaluated.


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Control:Control:y 12. Implement process control system and bring the project to a close

y

y Three primary approaches may be used at this stage:

y Risk Management:

y This is similar to FMEA but now focus is trained on x, rather than y.

y Risk Management Score = RMS = (Impact)*(Probability)y RM identifies and quantifies risks, establishes a risk abatement plan,

y and monitors the progress of the plan.

y Mistake Proofing:

y This is a technique for eliminating errors by making it impossible to make them in

y the process. To quote:It is good to do it right the first time. It is even better

y to make it impossible to do it wrong.

y Statistical Process Control (Charts):

y This is a feedback system with sequential data and ongoing process data collection.


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StatisticalStatistical ProcessProcess ControlControl

y Statistical process control (SPC) is the applicationof statistical methods to the monitoring and control ofa process to ensure that it operates at its full potentialto produce conforming product

y Statistical Process Control may be broadly broken downinto three sets of activities:

y understanding the process,

y understanding the causes of variation,

y and elimination of the sources of special cause variation


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CControlontrolCCharthart

Why Use a Control Chart? To monitor, control, and improve process performance

over time by studying variation and its source.

How Do I Use Control Charts? There are many types of control charts. The control

charts that you or your team decides to use shouldbe determined by the type of data that you have.

Use the following tree diagram to determine whichchart will best fit your situation. Only the mostcommon types of charts are addressed.


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n is large

n > 10n = 1

2 < n < 9

median

n is small

3 < n < 5

X & Rm X & R X & R X & S

ControlChartSelection:VariableData


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CControlontrolCCharthartSSelection:election:AAttributettributeDDataata

c chart u chart p or np chart p chart

Defect orNonconformity Data

Defective Data

Constant Variable ConstantVariable

sample size sample size n > 50 n >50


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How do we selec the correct Control Chart:

Typ

nd. M s. o

subg oups

No y d s .

d

n s in

sudd n mean

changes

G aph defectsofdefectives

Opo t. Area

constant fromsamp e to

samp e

X, Rm

p, np

X - RMA, EWMA or

CUSUM andRm

u

C, u

Size of the

subgroup

constant

p

If mean isbig, X and

R are effective too

Irneithernnorp are

small: X - R, X - Rm

are effective

More efective to

detect gradual

changes in long term

Use X - R chart with

modified rules

VariablesAttributes

Measurement

ofsubgroupsIndividuals

Yes

No No

Yes

Yes

No

Yes

No

efects efectives


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PREPRE--ControlControl

y PRE-Control technique helps shop operators to controlthe process so that defective parts are not

produced.Although simple to understand for even the

shop operators, PRE-Control is statistically

robust In PRE-Control, the drawing tolerance is divided inthree zones as shown in the figure. These three zonesare Green,Yellow, and Red.


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PREPRE--Control Rules:Control Rules: If five consecutive pieces are in Greenzone, set-up is ok to run If one yellow, restart counting If two consecutive yellows, adjust theprocess If one reading is red, adjust the process


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