Six Sigma GB Process Mapping

1、PumpingFiltrationExtrusionString UpQuenchCuttingOutputsChip weightChip viscosity Chip defectsGels DirtShutdown/rateSix Sigma DMAIC MethodologyforGreen BeltsProcess MappingObjectivesDemonstrate where process mapping fits in the DMAIC processProvide an overview of process mappingShow a step-by-step ex

2、ample of process mappingPerform a process mapping exerciseProvide examples of process mapsDMAICProcess Improvement Verify Critical Inputs Optimize Critical InputsProcess Analysis Complete FMEA Perform Multi-vari Analysis Identity Potential Critical Inputs Develop Plan for Next Phase Process Control

3、Implement Control Plan Verify Long Term Capability Continuously Improve ProcessDefine Scope and BoundaryDefine DefectsTeam Charter and Team LeaderEstimated $ ImpactLeadership approvalProcess Measurement Map process and Identify Inputs and Outputs Cause and Effects Matrix Establish Measurement System

4、 Capability Establish Process Capability BaselineThe Roadmap “funnels” down the Xs from the trivial many to a “vital few”Y = f (x1, x2, x3, x4, . . . xn)Performance of the Y over TimeVariation of the YWe begin with the “Y:Process MapInitialCapabilityAssessmentFMEA reduces variation andeffects for “i

5、nputs gone wrongC&E MatrixFMEAActual variationMulti-variMulti-vari studieshelp develop associationbetween the Y and key Xsx1, x7, x18, x22, x31, x44, x57Multi-Vari identifies Noise variables and reduces the xs for DOEY = f (x7, x22, x57)DOEs identify the Critical xs and their relationship to the YCo

6、ntrols in place for Critical xsThe RoadmapReproducibility (people / methods)Measurement variationRepeatability (equipment)Identifying Process Key Characteristics (Xs)Need to Determine Process Key CharacteristicsProcess MappingAD / ID Analysis, RACI Matrix(K-J Analysis)YES (85% - 90%)NO (10% - 15%)Ca

7、use-Effect MatrixProcess Key Characteristics IdentifiedProcess can be mappedProcess cant be mappedIdentifiable Work Process(es)?We are here!Affinity Diagram (AD)To progress further on our projects we must identify the inputs and outputs that are key to the processOne of the basic methods for identif

8、ying process characteristics is an Affinity Diagram Affinity DiagramWhat is the tool?Technique for gathering large amounts of language data and organizing it according to natural groupingsWhen do you apply Affinity DiagramsWhen there is not a clearly defined processFacts or thoughts are in chaosWhat

9、 are results of Affinity Diagrams?Input variables (Xs)Output variables (Ys)Groupings of input and output variables that can be related to process stepsGrouping of ideas that are important to understanding your processPreparing the Affinity DiagramTeam Effort:Manufacturing engineers Cost accountantsL

10、ine operators Clerks and support personnelLine supervisors Administrative supervisorsMaintenance technicians IT techniciansInputs to Affinity DiagramBrainstormingOperator manuals Procedural documentsEngineering specifications Design requirementsOperator experienceEquipment, procedures, measurement,

11、materials, environment, peopleSteps to Creating an Affinity DiagramAssemble the right teamState the Project/Process Y to be consideredGenerate and record ideas and facts about the process, one each on a piece of noteDisplay completed a piece of note on the wall or table in a random orderIn silence,

12、begin forming groups of the pieces of note that seem to be related in some wayAfter distinct groups have emerged, discuss and resolve differences of opinionMake group header a piece of note that clearly identify the common thread that ties the a pieces of note together HeaderHeaderHeaderHeaderWhat d

13、id you gain by using the Affinity Diagram?A better understanding of the issues regarding the processProgress in starting to understand the project and the process involvedGroups of related items that are connected to the process that:May describe the process or process steps Can be shown to be input

14、s or outputs of your process or process stepWhats the next step?Determine which of the groupings are important to your projectUse this information together with an Interrelationship Digraph to construct a Process Map or as input to the C&E Matrix Interrelationship Digraph (ID)What is it?Maps out log

15、ical or sequential links among central ideas, issues, or problemsA creative process that shows every idea can be logically linked with more than one other idea at a timeAllows for multidirectional rather than just linear thinkingWhy do it?Allows root causes to surfaceAllows team members to understan

16、d each others points of viewObjectivesUnderstand methods for teams to:Identify cause and effect relationshipsUnderstand problems and identify possible solutionsOverview of Interrelationship Digraphs (ID)BEFORE YOU BEGIN!Assemble the right team:As with the Affinity Diagram, the aim is to have the rig

17、ht people working on the problemFirst step is to define the necessary blend of people in a group of five to six individualsTeam members should have a close working knowledge of the issueAn ID is often implementation oriented, so it may require people who are closer to a situation than would be neede

18、d to do an ADConstructing the DigraphStep 1 Agree on an Issue/Problem Statement.Choose notes that will be part of the ID, generating new notes as neededClearly define one statement that captures the key issue under discussionCan be any key point for which its important to find the root cause or bott

19、leneckIf an ID is used as the initial tool in the cycle, generate and record the ideas through brainstormingThe issue and the notes could come from several places includingAffinity DiagramK-J analysis (see Appendix to this section)Constructing the DigraphStep 2 Display the completed NotesThe team mu

20、st now distribute the notes on the work surface so that the interrelationships among ideas can be shown.Use a wall or set of flip chart sheets as a work surfaceUse 3X5 notes whenever possibleDoes A influence B or does B influence A?ABDecisionABA influences BConstructing the DigraphStep 3 - DISPLAY T

21、HE COMPLETED NotesONE-BY-ONE Place the brainstormed notes in the center of the flip chart sheetThen ask the question: “Does any other card either cause or result from what is on this note?Draw cause/influence arrows between all ideas that are relatedDraw arrow from the stronger cause to the other id

22、ea?Constructing the DigraphStep 3 DISPLAY THE COMPLETED NotesRepeat this question until all notes are placed in the chartEach time you place a card in the chart and draw the “relationship arrow, also ask:“Does this card either cause or result from any of the other notes in the chart?Therefore any ti

23、me you place a card on the paper, youre not only looking for the PRIMARY cause and effect relationship, but also any relationship with any of the notes already on the paper.Constructing the DigraphStep 3 DISPLAY THE COMPLETED NotesIdeal number of issues/Notes ID is most effective when dealing with b

24、etween 15-50 itemsIf there are fewer than 15 items, the issue may be too simpleIf there more than 50 items it is generally too complex to be very helpfulThe danger of additional notes Unless there is a glaring omission, avoid adding notes to the ID it can “Explode into an uncontrollable tangle of is

25、suesSpacing notes When placing the notes, be sure to leave space for the relationship arrowsConstructing the DigraphStep 3 DISPLAY THE COMPLETED NotesRandom vs. Pre-organized placement of notes An ID is an exercise in multidirectional rather than linear thinkingPlacing notes in a “preorganized way i

26、s neater and more rational, but may be too rational. It shows interrelationships among groupings, but encourages linear thinkingRandom placement forces you to think in multiple directions. There are no patterns to fall into“From confusion comes learning. So if you can put up with the appearance of c

27、haos, the random method usually works best.Constructing the DigraphStep 3 DISPLAY THE COMPLETED NotesAmount of discussion An ID requires some discussion about the placement of notes and relationship arrowsBoth types of decisions should be made based on the consensus of the teamThese discussions shou

28、ld be brief so that the process doesnt bog down into fits of hair-splitting. Remember that this is the first version of the ID. It will be reviewed and revised as needed.Constructing the DigraphStep 4 Count the arrowsTotal the arrows into and out of each issue and record on each issue.# IN # OUTOUTG

29、OING ARROWS DOMINANT Indicates a basic cause, that if solved, will have a spillover effect on a large number of items.INCOMING ARROWS DOMINANT This may represent a secondary issue that could actually be as important to address as the original item.Constructing the DigraphStep 5- Draw the final Inter

30、relationship Digraph (make copies available if possible)Characteristics of an effective leaderCommunicate at otherslevel of understanding0 in3 outDemonstrate effectiveness4 in0 outOrganize & supporteffective teams1 in2 outAn effectivecoach3 in0 outTake a pervasiveapproach0 in2 outApply processorient

31、ation0 in1 outCharacteristics of an effective leaderCommunicate at otherslevel of understanding0 in3 outDemonstrate effectiveness4 in0 outOrganize & supporteffective teams1 in2 outAn effectivecoach3 in0 outTake a pervasiveapproach0 in2 outApply processorientation0 in1 outConstructing the DigraphStep

32、 6 Identify Key Drivers and OutcomesKey DriverOutcomeRACI MatrixHelps identify the people involved in a process and what they doSorts out who is Responsible and Accountable, which can provide a good representation of what happens within a processThis may allow identification of a sequence of tasks a

33、nd subsequent creation of a process mapIf a map still cannot be created, an ID can be performed on the tasks to help understand inputs and outputsHelps with the cross-functional process map required for the control plan in BB week 4Brings order out of chaos for non-sequential processesRACI MatrixSta

34、ndard X vs. Y matrix which displays the relationship of specific tasks to individuals and / or functional roles Visually displays (color coding) key functional rolesFor each process step, the matrix displays who isResponsibleAccountableConsultantInformedRACI MatrixHow Does RACI Help?In an undefined

35、“soft process, it helps determine where the process steps resideThe exercise of completing the matrix can uncover conflict in organizational roles and responsibilitiesMay help determine who is overworked Can be basis for communication planRACI ApplicationA Black Belt used RACI matrix as part of the

36、“Boil The Ocean Survival kitExpected to determine in whose head the process steps resided so that they could document the existing processUncovered almost universal disagreement about roles and responsibilities between Sales / Marketing / Applications Development Results became a discussion tool for

37、 functional manager meetingInformal discussion following “leading question outlineSix Sigma project helped to keep perspectiveRACI TipsPrior to completing the matrix, create operational definitions for: ResponsibleAccountableConsultantInformationTry to limit number of people “responsible for a given

38、 process step after process is improves (one process issue for is map could be too many responsible parties = no one responsible person)Linear Responsibility MatrixR=ResponsibleA=AccountableC=ConsultantI=InformedRolesTask, ProcedureRACI MatrixIdentifying Process Key Characteristics (Xs)Need to Deter

39、mine Process Key CharacteristicsProcess MappingAD / ID Analysis, RACI Matrix(K-J Analysis)YES (85% - 90%)NO (10% - 15%)Cause-Effect MatrixProcess Key Characteristics IdentifiedProcess can be mappedProcess cant be mappedIdentifiable Work Process(es)?We are here!Process MappingShould describe:Major ac

40、tivities/tasksSub-processesProcess boundariesKey input variables (CTP, KPIV, X)Key output variables (CTQ, KPOV, Y)Should be reviewed frequently and updatedUses for Process MapProvides inputs to cause and effects matrix, FMEA, control plan, capability, and multi-vari studiesHelps verify project scope

41、Evaluates experimental designsTracks variables studiedAllows evaluation of designs robustness to noise variablesCan also be used to track team activitiesPreparing the Process MapTeam effortGet perspectives from every function in the processOwners, “operators, customers, suppliersInputs to process ma

42、pBrainstormingExisting documentation (if its used)Experience of owners, operators, customers, suppliersObservation of the processTypes of Process MappingSIPOC MapExtension of process variables map that illustrates who supplies inputs (suppliers) and who receives outputs (customers)Process Variables

43、MappingIdentify basic process flow with inputs that drive the process and outputs from the processValue Analysis MapIdentifies non-value-added steps and inefficient flowsOften necessary for cycle time reduction projectsA well defined process variables map or SIPOC can be used to develop a value anal

44、ysis mapSIPOC Process MappingSIPOCA powerful technique to show:The organization (or person) providing inputs to the processThe organization (or person) receiving outputs from the processSuppliersInputsCustomersOutputsSIPOC-D ModelxxxProcessDefectSIPOC Process Mapping (cont.)SCOPIProcessProcessProces

45、sProcessProcessSIPOC Process Mapping (Cont)No organizational process “stands alone All processes are in some way connected to other processes in the organization.A SIPOC shows the “touch points of the process under study to other processes (or departments)Knowing these “touch points enables a more t

46、horough understanding of the issues when considering process improvement workSIPOC maps are the same as basic process maps, but include supplier and customer informationSIPOC Process Mapping (Cont)Two key uses of SIPOCs:During the Define phaseHigh-level (50,000 ft view) onlyTo better understand the

47、scope of a potential projectTo better identify key roles in the projectDuring the Measure phaseSame level of detail as basic variables mappingTo better understand who the customers are and better understand their requirementsTo better understand who the suppliers are and to better clarify your requi

48、rements to them!Process Variables MappingThe basic process flow with inputs that drive the process and outputs from the processSteps:Identify the process, its external inputs and customer outputsIdentify all steps in the process graphicallyList key output variables at each stepList and classify key

49、input variables as controlled C or uncontrolled UAdd process specifications for input variablesStep 1: High Level Process MapProcessInputsOutputsStep 1: High Level Process MapStart with 50,000 ft. view of the processIdentify the process in simple termsCrucial for success, but not always easyIf proce

50、ss not properly identified, subsequent efforts will be wastedIdentify major inputsIdentify major outputsShould include Project YStatic Bag InventoryStatic Bags Inventory ReplenishmentProcess InputsProcess Outputs- Static Film- Supplier Site- Customer Orders- Scheduling- Bagger- Operators- Packaging-

51、 Transportation- Customs- Warehouse- Timeliness- Cycle Time- QuantityStep 1: Transactional ExampleStep 1: Operational ExampleStatic Sensor ManufacturingElectrical ComponentsLaborPCBWire AdhesiveHardwareLEDsConnectorsTools/FixturesStatic SensorStatic Sensor Cost ReductionProcess InputsProcess Outputs

52、Step 2: Identify All Steps in the ProcessInclude all value-added and non value-added stepsEach step should contain a verb and represent a state change for the product or serviceMost processes can be mapped in 6-8 stepsTransactional Work activity steps, verification, rework, reprocessingOperational P

53、rocess steps, inspection/test, rework, scrap pointsSchedule Run Receive Order Set Up RunRun OrderAdjust RM/FG InventoriesPackageOrder/Receive RMsTransactional:Static Bag InventoryOperational:Static Sensor Cost Reduction718 Probe AssemblyProbe AttachmentProgram TestComplete PCB AssemblyComplete Final

54、 AssemblyAssemble ProbeAttach ProbeStep 2: ExamplesStep 3: List Key OutputsOutputs should contain nouns but not verbsInclude deliverables and performance variablesInclude both process and product output variablesStep 3: Transactional ExampleStatic Bag Inventory - Formed bags- Work Order Scheduled- L

55、ine Scheduled- Artwork Plate Scheduled- Requested Part #- Requested Size- Request Quantity- Need Date- Customer Hold Status- Work Order- Prepped Machine Process Outputs- RMs Available- FGs Available- RMs Available- Boxed bags- Ship-To InfoProcess OutputsAdjust RM/FG InventoriesPackageOrder/Receive R

56、MsSchedule Run Receive Order Set Up RunRun OrderStep 3: Operational ExampleProgrammed PCBCompleted Static Sensor Process Outputs Process OutputsTuning ForkSemi-Finished PCBComplete PCBStatic Sensor Cost Reduction718 Probe AssemblyProbe AttachmentComplete PCB AssemblyAssemble ProbeAttach ProbeProgram

57、 TestComplete Final AssemblyStep 4: List and Classify Key Inputs (Xs)List all key input variables and classify them asControlledUncontrolledCriticalInputs should contain nounsSome inputs will be outputs from previous stepsBe specificDont list “operator, list the specific attribute of the operatorMak

58、e inputs quantifiable, if possibleSources of InputsInputs fall into categories of people, machines, materials, methods, measurements, environment (physical and work/social)Fishbone diagram can be helpfulClarity of requirementsCustomerEnvironmentMethodsCongruence of requirementsAgreement on measuresE

59、ase of data entryAppraiser trainingSufficient work timeStandard operating proceduresVariation in YRewards / recognitionCleanlinessNoise, other distractionsLightingRoom temperaturePeopleProper equipmentExperienceMotivationMachinesMaterialsCoaterComputer SystemSoftwareRaw MaterialsData entry formsCont

60、rolled, Uncontrolled, and Critical InputsControlled Inputs: Inputs that can be changed to see the effect on outputsUncontrolled Inputs: Inputs that impact the outputs but are difficult or impossible to control (may also be controllable, just not under control currently)Example: environmental variabl