Mod4

,Module 5- Identify Spec for CTQs Module 6- Validate Measurement System and Baseline Process Performance,Module 7- Identify Sources of VariationModule 8- Determine Relationships between Variables,Module 9- Optimize Performance and Implement Improvement,Module 10- Verify the Improvement and Implement Process Controls,Measure,Analyze,Improve,Control,Module 3- Construct Problem Statement Module 4- Identify CTQs (Critical to Quality),Define,Module 1- Administrative and Def. Basic ConceptsModule 2- Provide Six Sigma and Lean Overview,Module 4- Identify CTQs,Learning Objectives,Overview,This module encompasses the Define phase of DMAIC. This module teaches techniques to identify customer needs and wants (CTQs).,Specifically this module enables you to: Define a CTQ Identify CTQs through customer feedback Identify CTQs through process analysis,CTQ,Critical To Quality,A CTQ is a Characteristic of a Product Or Service Which Fulfills a Critical Customer Requirement Or A Customer Process Requirement,Recall: What is a CTQ?,CTQs are the basic elements to be used in driving process measurement, improvement and controlIt is critical to ensure that our selected CTQs accurately represent what is important to the customer,Main Points,On time delivery Low tool runout Safe workplace Safe product Ship complete orders Yellow tools Fast cutting blades,No leak faucets Low noise tools Use of proper forms Durable packaging Accurate billing Long lasting battery Overnight delivery,Examples,“Threshold”,“Performance”,J,L,Level of CTQ Satisfaction,Kano Chart,“Basics”,“Performance”,“Excitement”,“Threshold”,J,L,NoiseVibration LevelLifeArbor Dimension,High PowerLow Weight of ToolLow Operating Temperature,Keyless Adjustable GuardEasy lock on/off SwitchPositive Feel Switch Activation,Level of CTQ Satisfaction,Ex. Small Angle Grinder,Internal Customers,Producers - Customers,Motor Dept - Assembly Line,HR Dept - Employees,Employee - Immediate boss,External Customers,Black&Decker - Consumer,Who is the customer?,Sales Force- Distributor,Customer Service- End User,Nail resistant blades Bulk (stacked) at counter Fast cutting teeth Buy at Wal-Mart,End Users perspective:,What a customer wants in a Circular Saw Blade:,Customer,Reality,Black and Deckers perspective:,What a customer wants in a Circular Saw Blade:,Supplier,Perception,Perception vs. Reality,SatisfactionDriven by Performance and Excitement featuresTools Used: Customer Needs Mapping Quality Function Deployment,DissatisfactionDriven by Basic and Performance featuresTools Used: Failure Modes and Effects Analysis Process Mapping,How do We Identify CTQs?,Customer Feedback Warranty data Customer report cardsBusiness Data Internal customer CTQ measurements QC designation on print COF data analysis BenchmarkingCustomer Interviews Customer satisfaction Customer dissatisfaction,Customer Feedback,After we have translated customer needs to internal requirements we must be able to measure and determine product and process capability,Converting Feedback,CTQ Identification,What is a Customer Need Map (CNM)?A tool to identify the vital few customer CTQs,Customer Needs Mapping,1. Who are my customers?2. What service or product do I provide to my customers?3. What does my customer think is critical to quality?,Critical Questions,Customer Interview,First explain what you are trying to accomplish.Explain the process you are going to follow. Ask open ended questions: For example “In general is the product or service you receive meeting your needs?”, or “What are your top three needs ?”Write verbatim responses to use in your CNM.Probe, Probe, Probe by asking why, what and how. End by asking if there is anything else.,Everything is not a CTQ; drive for KEY CTQs.,Interview Guidelines,Plan Decide on your scope and resources. Determine who is the customer and how to contact them. Decide on a technique to use to gather data. Gather the data Analyze the data and draw conclusions Group data into categories Summarize results quantitatively. Document results.,Customer Needs Mapping Procedure,2.,Customer Needs Mapping Procedure,Customer CTQs for the DW706,Accuracy,“,Capacity,Portability,Durability,Clean Cut Results,Ease of Adjustments,Reliability,Other,Prioritize CTQs by Card Sorting,The Card Sort Technique,The Prioritized CTQ Customer Form,Note on numeric conclusion: If data is inconclusive or categories are numerous, have the customer rate the CTQs that you supply from this first CNM.,2,4,5,1,Rate importanceof lowest level customer requirements,Rating:5 - Critical 4 - Important3 - Nice to have2 - Not Very Important1 - Dont care,Focus EffortsHere,3.,The Prioritized CTQ Customer Form,A local pizza parlor needs to understand their customers key requirements for a delivery service they plan to add in the area. Write your CTQs for a pizza delivery service on post-it-notes. Put one idea per post-it note, then add a rating from 1 to 5 (5 is most important to you). Have about 4 volunteers group the cards in categories on a flip chart with no discussion. Summarize results from the importance rating. Be prepared to discuss conclusions.,CNM Exercise,CTQ Identification,A Process Map is a graphic display of steps, events, and operations that constitute a process,Go FAST!,Activity,Delay,Start the car,Check your gas gauge,Wait for defrosterto clear,Put in drive,Activity,Activity,What is a Process Map?,Inputs:ManpowerInformationMaterialsMachineMethodEnvironment,Outputs:Productor Service,Process,A process is a collection of activities that takes one or more kinds of input and creates output that is of value to the customer.,What is a Process?,OperationMeasurementDecisionTransportationTransmissionStorageDelay,Transportation:To move from one place to anotherTransmission:To send information by electronic meansStorage:To hold for later useDelay:To wait for the next operation; no value added,Connector:A step in the process that adds valueActivity:To inspect, verify, count, examine, or gauge for quality or quantityDecision Point:A step where a change may occurStartStop Point:Boundary of the process,Standard Process Mapping Symbols,What it really is:,Which one of these would you rely on to make your commitments?,Why Process Map?,When to Process Map?,At the introduction of a new process When an internal or external problem is identified To analyze and validate a change to a process During the development of CTQs,Process Experts Team Leader Suppliers,The Process Mapping Team:,Facilitator Technical Experts Customers,Process Mapping is a great tool for training new employees in process detail,Who Creates the Process Map?,Define the process boundaries Identify the Major Activities within the process.3. Identify the process steps and uncover complexities using Brainstorming and Storyboarding techniques. 4. Arrange the steps in time sequence and differentiate operations by symbol.5. Validate the Process Map by a “Walk Through” of the actual process and by having other process experts review it for consistency.,Dont tamper with the actual process yet,5 Basic Steps for Process Mapping,Process,STARTBoundary,ENDBoundary,INPUT,OUTPUT,What must my suppliers provide my process to meet my needs?,How can I assure that my process output meets the needs of my customer?,Define Boundaries,Ask questions about the process What happens if something goes wrong at this step? What happens if not all Materials or Manpower are available? On what does it depend?,Uncover Complexities,Validate the accuracy of the map you have generated Walk through the real process. Include those who work the process every day - the process experts. Question the purpose of each process step To which customer requirement is it related? Are there wasteful steps that can be eliminated? What and where do we gather data? Where and what do we need the data for? Is it useful?,Evaluate the Process Map,Res: Action verbs beginning with the prefix “re”:Each “re” represents added costs and opportunity for failureTypically a low value added step,Identify the Hidden Factory,SIPOC,UPPLIER - person or group providing material, data, or other key resources to this process,NPUT - that which is being provided (material, data, other),ROCESS - the set of steps or activities which generate goods or services for the customer,UTPUT - the final product of the process,USTOMER - the recipient of the Output or product,The SIPOC Model,How to Process Map- the SIPOC Model,You are trying to improve your pizza delivery service and need to process map it in order to improve it. Break into your previous groups. Map the pizza delivery process from taking the order to delivery. Take 30 minutes to complete. Choose a facilitator to review your process with the class.,Process Mapping Exercise,CTQ Identification,Quality Function Deployment,A method to translate customer requirements or “whats” into multiple levels of internal requirements or “hows”.,What is QFD?,House of Quality,The first thing we need is knowledge about what the customer requires. So lets start with a group of customer requirements (“whats”) for a manufacturing assembly line.,QFD Example 1,Ship on time6 Sigma qualityNo accidentsPack with proper labelsShip within 3 days,Customer Requirements - The “Whats” from the CNM,QFD Example 1,Now we need to rank the Relative Importance ofthe “Whats” to the customer on a Scale 1-5,5,4,1,2,3,Ship on time6 sigma qualityGood safety recordPack with proper labelsMin delivery time,QFD Example 1,The next step is to list the process requirements for the assembly line. These are the “hows” we use to satisfy the customers technical requirements or “whats”.,QFD Example 1,QFD Example 1,Ship on Time,6 Sigma Quality,Good Safety Record,Finishing,U Cell #1,Rework line,Pack and Ship,Final Assembly,Scheduling,5,2,1,4,Process Ranking:,28,60,26,50,18,45,PROCESSREQUIREMENTS,CUSTOMERREQUIREMENTS,IMPORTANCE TO CUSTOMER,= 9 Strong Influence/Relationship,= 3 Some Influence/Relationship,= 1 Weak Influence/Relationship,Pack w/proper labels,Min Delivery Time,3,Focus EffortsHere,Tip: Use numbers in Excel,QFD Example 1,Whats,Drive Process Analysis,The Result,ProcessCharacteristics,Process Controls,Performance CTQs,Performance CTQs,CustomerRequirements,Process Characteristics,Design Features,Vital few Xs,House of Quality #1,Design Features,Various Houses of Quality,The first thing we need is knowledge about what the customer requires. So lets start with a group of customer requirements (“whats”) for a Fly Fisherman regarding his fly fishing line.,QFD Example 2,Line Does Not BreakLine Floats On WaterLine Does Not TangleLine Easy To SeeLine Lasts Min 2 Years,Customer Requirements - The “Whats”,QFD Example 2,Line Does Not BreakLine Floats On WaterLine Does Not TangleLine Easy To SeeLine Lasts Min 2 Years,Now we need to rank the relative importance ofthe “Whats” to the Customer on a scale of 1 - 3,3,2,1,1,3,QFD Example 2,The next step is to listthe technical productrequirements for thefly fishing line. Theseare the “hows” we useto satisfy the customers technical requirements or “whats”.,QFD Example 2,Technical Requirements - The “Hows”,Line VisibilityLine GaugeLine BuoyancyTensile StrengthUV Life TestLine Stiffness,QFD Example 2,= 9 Strong Influence/Relationship,= 3 Some Influence/Relationship,= 1 Weak Influence/Relationship,Focus EffortsHere,QFD Example 2,In the design stage of a new product or process, we may wish to evaluate the tradeoffs between the technical requirements.,The Roof,The roof of a QFD diagram allows us to understand the relationship between the hows.,Correlations,ImprovementDirection,QFD Example 1 Revisited,Process Controls,Cust CTQ,Perf CTQ,Design CTQ,Process,.002 ID Filament Extruder,.002” Hollow Core Line,105 degrees,Line Buoyancy Test,Line Buoyancy test,Line Floats on water,.002 Filament Extruder,.002”Hollow Core Line,Mixture 1004D,Line Gauge,Stretch Tensioning Mach,Clear coat process,1000 feet Per min,Extrude east-west,QFD Example 2 Results,Break into your previous groups.Using the information generated for the Customer Needs Map (Whats) and the Process Map (Hows), create the QFD.Be prepared to present your work in 30 minutes on flipchart.Present the ranking that results and relate it back to your Process Map to show areas of the process needing focus.,QFD Exercise,CTQ Identification,FMEA documents the potential risks in your process effects on customerspotential causesoccurrenceability to detectThe FMEA requires a team to follow a disciplined process for sharing and transferring knowledge and should provide for a living document.This cross-functional team should include:Associates, Supervisors & ManagersAll who work in and affect the process being studied!,Filename: PFMEA.XLS,What is FMEA?,How does an FMEA work?,Severity Ranking Guidelines,The Process,Probability of Failure,Possible Chance,of Failure,CPK,Ranking,Very hi