Six Sigma Green belt

1
DMAIC
Project Name Cycle time reduction. Project
Owner s.n. parmar,ajay kumar choudhari
1
9/29/2019
2
Overview
Project Progress Overview
Define
Measure
Analyze
Improve
Control
Tollgates Planned Completed
18/d05/2013
27/05/2013
05/06/2013
03/may/2013
18may/2013
XXXXXX
15/March/2010
mm/dd/yyyy
mm/dd/yyyy
mm/dd/yyyy
A1. Baseline Process A2. Performance
Objective A3. Identify Drivers of Variation
I1. Screen for Vital Xs I2. Screen for vital
Xs I3. Define Improved Process
C1. MSA on Xs C2. Improved Process Capability C3.
Establish Control Plan
M1. CTQ Characteristics Standards M2.
Measurement System Analysis M3. Data Collection
D1. Map Project D2. Approve Project
Steps
Key Deliverables

• List of Customer(s) and Project CTQs
• Team Charter
• High Level Process Map (COPIS)
• CAP Plan (Optional)
• Preliminary CBA, if applicable

• QFD / CTQ Tree
• Operational definition, Specification limits,
  target, defect definition for Project Y(s)
• Data Collection Plan
• Measurement System Analysis

• Baseline of Current Process Performance
• Normality Test
• Statistical Goal Statement for Project
• List of Statistically Significant Xs

• List of Vital Few Xs
• Transfer Function(s)
• Optimal Settings for Xs
• Confirmation Runs/Results
• Tolerances on Vital Few Xs

• MSA Results on Xs
• Post Improvement Capability
• Statistical Confirmation of Improvements
• Process Control Plan
• Process Owner Signoff
• Final CBA, if applicable

• Basic Statistics
• Histogram
• Dot Plots
• Box and Whisker Plots
• Run Charts
• Normality Testing
• Continuous/Discrete Zst, Zlt
• Benchmarking
• Detailed Process Mapping
• Moments of Truth
• Nature of Work
• Flow of Work
• Fishbone
• Hypothesis Testing
• Regression Analysis
• Other ______________

• Survey
• Focus Groups
• Interviews
• ARMI, Stakeholder Analysis
• In/Out of Frame
• Threat vs. Opportunity Matrix
• Other ______________

• Data Collection Plan
• Continuous Gage RR
• Attribute Gage RR
• Sample Size Calculator
• Other ______________

• DOE
• Pugh Matrix
• New Process Mapping
• FMEA on new process
• Process Modeling / Simulation
• Other ______________

• Continuous Gauge RR
• Discrete Gauge RR
• Control Charts
• Hypothesis Testing
• CAP Plan
• Control Plan
• Other ______________

Tools
3
Define

1. Blank
2. Project Charter
3. Terms and Acronyms Used
4. ARMI Communication Plan/Why not RASIC
5. SIPOC
6. Process Map

4
Define
Customer Sample Comments Key Output Characteristics Important to Customer (CTQ's)
Maheh kumar (CEO) ABC Ltd. we are facing our CD manufacturing cycle time is very high 405 second Instead of 300 second so we are not achieving Production on time. Reduce cycle time .
Ajay Kumar choudhari General manager ABC Ltd. Customer not received product on time . Reduce cycle time.
Customer
5
Project Charter
Define
In ScopeQuality control.
Business CaseABC Ltd. is the largest optical
media manufacturer in the world. We are also
manufacturer photo voltaic cell. We make CD /DVD
at automation line from raw material
(polycarbonate) to final disc in which use of
polycarbonate, dye, ml, bonding glue ,silver
etc. First time raw material (polycarbonate )
feeding in moulding m/c after we receive blank
substrate disc than disc going for dye coating
than coated disc go to dryer for 30 minutes at 90
degree farnhite temp. after than silver coating
on the disc for reflectivity . And take one
blank substrate disc bonding on dye coated disc.
Out of ScopeAll the other process of this
organization. .
High Level Project Plan
Milestone Target Date Actual Date
Start Date Xxxx
D 03/05/2013
M 10/05/2013
A 18/05/2013
I 27/05/2013
C 05/06/2013
Problem Statement Last two months data show
that average cycle time 405 second instead of
300 second which is 53 productivity loss from
our target and its effect on our customer and
profit. .
Goal Statement I will be reduc the cycle time
405 to 300 second on dated 15 th june 2013.
6
Terms and Acronyms Used
Define
Definitions
Indicators Definition











7
ARMI Communication Plan
Define
ARMI Worksheet
Key Stakeholders Define Measure Analyze Improve Control
Stakeholders-CEO I I I I I
Sponsor-VP A A I A A
Hod of production I i I I I
Quality head I R I I I
BB I A M/A M M
Team Members I R R I I
Communication Plan
Message Audience Media Who When
Project Status Leadership E Mail BB Weekily
Tollgate Review VP,BB,HOD PROD.,HOD QUALITY, E mail conference calls meetings BB As per project plan
Project Deliverables or Activities MEMBERS E mail conference calls meetings BB/MEMBER WEEKILY

• When Populating the Stakeholder, consider the
  ARMI
• A Approver of team decisions
• R Resource or subject matter expert (ad hoc)
• M Member of team
• I Interested Party who will need to be kept
  informed

8
SIPOC
Define
SUPPLIER INPUT PROCESS OUTPUT CUSTOMER
ABC Ltd. Werehouse Raw material (PC) production production
ABC Ltd. Moulding machine Moulding (make blank substract) production production
ABC Ltd. Dye lab Dye coating on blank substract production production
ABC Ltd. Disc dryer Dry the disc in the dryer production production
ABC Ltd. sputter Silver coating on the disc production production
ABC Ltd. Store/bonding material One substract disc bond on the dye coated disc. production production
ABC Ltd. scanner Final scanning. At scanner production production
ABC Ltd. production Finished disc production Quality
9
Measure

• Data Collection Plan
• Measurement System Analysis
• Process Capability

10
Data Collection Plan
Measure
Y Operational Definition Defect Definition Performance Standard Specification Limit Opportunity
To reduce cycle time. Disc cycle time should not be more than 300 seconds. More then 300 c/s per disc. 300 sec. Usl (300 sec.) weekly
Mode of collecting Data
Y Data Type Unit Decimal to be Used Data Base Container Existing or new data base If New when data base would be ready. Plan start date for DCP
To reduce cycle time continuous seconds 2 Excel Two month old data yes 03/05/13
Formula to be used Data items needed Equipment Used for measurement Equipment Calibration Information Responsibility Any Training need Operator Information
Total production /total time. Cycle time Timer clock weekly BB yes Mr. mahant
11
Measurement System Analysis
Measure
Minitab Descriptive Stats
Gage RR Contribution Source VarComp (of VarComp) Total Gage RR 0.2 0.00 Repeatability 0.2 0.00 Reproducibility 0.0 0.00 oper 0.0 0.00 Part-To-Part 25932.1 100.00 Total Variation 25932.3 100.00 Process tolerance 1 Study Var Study Var Tolerance Source StdDev (SD) (6  SD) (SV) (SV/Toler) Total Gage RR 0.410 2.458 0.25 245.79 Repeatability 0.410 2.458 0.25 245.79 Reproducibility 0.000 0.000 0.00 0.00 oper 0.000 0.000 0.00 0.00 Part-To-Part 161.035 966.208 100.00 96620.76 Total Variation 161.035 966.211 100.00 96621.07
Rule Rule Description Acceptable Result
A RR of Tolerance 0.25 ok
B Contribution (RR Std deviation) 0 ok
C Number of distinct categories 554 ok
Overall Gage result Overall Gage result Overall Gage result Ok
12
Measurement System Analysis
Measure
13
Process Capability
Measure
since P value lt0.05 hence it significant effect
on population.
Data is not normal so that the process
Capability is not require so DPMO calculate.
14
Measure
DPMO
Dpmo defect per oportunity 1000000
0.53492641000000 5349264 Dpo
total no of defect /total opportunity
291/544 0.5349264
Sigma level 1.40
15
Analyse

1. DCP for Potential Xs
2. Identify Potential Xs
3. DCP for Potential Xs
4. Basic Analysis for Project Y
5. Checking for Impact of ...... on Y
6. Hypothesis Summary
7. MSA results of Impacting Factors

16
Identify Potential Xs
Analyse
Factors identified through brainstorming
17
Basic Analysis of Project Y
Analyse
Randomness Shape Study
Normality Study
Since p -value is less than 0.05, hence the data
is not normal.
18
Randomness Study
Analyse
19
Stability Study
Analyse
P value for Trend is less than 0.05 so it is
significant impact on my Average cycle time.
The RUN chart shows that Trends exists in the
data while there are no mixture ,oscillation and
Clustering . This evidently shows that the data
is not stable.
20
Basic data distrubution Analysis of Project Y
Analyse
Spread Study
Central Tendency Study
Any data on this side is consider as a defect
There is too much variation in the system.
21
Basic Analysis of Project Y
Analyse
Study Spread and Central Tendency
Central Tendency Study
Spread Study
Range 990 Variance
74756.70 Std deviation 273.42 IQR
475.50
Mean 405.65 Median 336.00
22
The frequency is deviate from the target.so mean
deviate hihger side.
Analyse
23
Checking for Impact of on Y
Analyse
The box plot shows that more then 75 population
is below the target of 95.
24
Analyse
Leven test
25
Analyse
Hypothesis Summary
Summary of Impacting Factors
Sl. No. Factor P Value Graphical Tool Used Inference Next Steps
Age 0.703 Correlations regration no
Process knowledge 0.847 Correlations regration no
Age 0.762 levene no
Team Leader 0.007 levene yes
trainer 0.121 levene no
shift 0.922 levene no
shift 0.922 levene no
gender 0.762 levene no
location 0.042 levene yes
Education 0.429 levene no
Marital status 0.81 levene no
Mode of communication 0.547 levene no
Average cycle time 0.1029 Sign Test for Median No
26
Hypothesis Summary
Analyse
Summary of Impacting Factors
Sl. No. Factor P Value Graphical Tool Used Inference Next Steps
Gender 0.8749 Mann-Whitney Test No
Education 0.8394 Mann-Whitney Test No
Process Complexity 0.5179 Mann-Whitney Test No
Location 0.6688 Mann-Whitney Test No
Marital Status 0.9813 Mann-Whitney Test No
Communication 0.8065 Mann-Whitney Test No
Associate Name 0.936 Mood Median Test No
Team Leader 0.508 Mood Median Test No
Process Complexity 0.521 Mood Median Test No
Trainer 0.000 Mood Median Test yes
Shift 0.033 Mood Median Test Yes
27
Vital Xs that are impacting the AvERAGE CYCLE
TIME
Analyse
28
MSA Results of Impacting Factors
Analyse
Checking the Validity of the data of the
impacting factors
Sl. No. Factor MSA Method Used Result RCA for Problems Next Steps






29
Improve

1. Screening of the Impacting Factors
2. Action Plan for Improving the Factors
3. Basic Analysis of Improved Y
4. PrePost Analysis of Project Y
5. Pre-Post Analysis of Factor
6. Improve Summary Take Aways

30
Screening of the Impacting Factors
Improve
Prioritize the Impacting Factors
31
Action Plan for Improving the Factors
Improve
Pain Area Root Cause Improvement Idea Implementation Owner Implementation Status









32
Basic Analysis of Improved Y
Improve
Randomness, Shape , Spread Centering Study
Randomness Study
Normality Study
Central Tendency Study
Spread Study
33
Pre-Post Analysis of Project Y
Improve
Statistical Validation of Impact
Graphical Depiction
Hypothesis Result
Inference
34
Pre-Post Analysis of Project Y
Improve
Statistical Validation of Impact
Graphical Depiction
Hypothesis Result
Inference
35
Pre-Post Analysis of Factor
Improve
Statistical Validation of Impact
Graphical Depiction
Hypothesis Result
Inference
36
Pre-Post Analysis of Factor
Improve
Statistical Validation of Impact
Graphical Depiction
Hypothesis Result
Inference
37
Pre-Post Analysis of Factor
Improve
Statistical Validation of Impact
Graphical Depiction
Hypothesis Result
Inference
38
Pre-Post Analysis of Factor
Improve
Statistical Validation of Impact
Graphical Depiction
Hypothesis Result
Inference
39
Improve Summary Take Aways
Improve
40
Control

1. Control Plan FMEA on Control Plan
2. Time Series Study of Y Pre Post
3. Control Charts Inference for Y Pre Post
4. Basic Analysis of Improved Y
5. Establish Process Capability
6. Control Charts Inference (for X1)
7. Control Charts Inference (for X2)
8. Cost Benefit Analysis and Sign Off

41
Control Plan FMEA on Control Plan
Control
Whats Controlled Goal/Spec Limits Control Method Who/What Measures Where Recorded Decision Rule / Corrective Action SOP







42
Time Series Study of Y Pre Post
Control
43
Control Charts Inference For Y Pre Post
Control
44
Basic Analysis of Improved Y
Control
Randomness, Shape , Spread Centering Study
Randomness Study
Normality Study
Central Tendency Study
Spread Study
45
Establish Process Capability
Control
Process Capability Post Implementation

Z Bench (Long Term Sigma) Short Term Sigma (Long Term Sigma 1.5)

46
Control Charts Inference (For X1)
Control
47
Control Charts Inference (For X2)
Control
48
Cost Benefit Analysis Sign Off
Control
Benefit Source Unit Benefit Units Impacted Total Benefit
Cost Reduction
Enhanced Revenues
Labor Reduction
Decreased Overhead
COPQ Cost Reduction
49
Appendix
50
Terms Definitions Used
Indicators Definition