Post on 20-Apr-2020
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Build QM competence | Application orientation | Spread QM | Build team culture | Quality a way of life
TEAM “CATALYST”- DFSS BB Project –
“Solution for Exhaust Tail Pipe Failure
Maxximo Minivan“
15th April 15 to 30th Jan 16
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TEAM “CATALYST “ MAXXIMO MINIVAN
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PRADEEP C , DGM ,
Vehicle Integration Center Of Excellence
Mahindra Research Valley
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Let me introduce Mahindra and Mahindra Group .
Mahindra Rise….
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1. Project Selection :
1.1 Understanding the context of Project Selection.
1.2 Project selection process.
1.3 Team Selection and Preparation .
With this brief Background ,let me discuss how the project was
selected.
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Who selected the Project ?
The Mahindra Auto Sector (AFS) product Development has New
Product Development(R&D) and Plant Vehicle Team(PVT).The Plant
Vehicle Team is the Interface between the Customer Care and the Product
Development. Vehicle Integration Centre of Excellence deal with Major vehicle
Level Warranty Engineering issues.
Our Project belongs to the Product Development (R&D).
Leadership Team , including Senior General Manager (PVT) , Senior General
Manager(R&D –Vehicle Integration Centre of Excellence) and Myself selected the Project
Ravindra (Manager – PVT) , Aravindh T R (Manager – Integration ) , Yuvaraj &
Nitin(Sharda Motors) , Rithesh Rajan(System Design) were part of the Team.
Who was responsible for selecting this Project ? 1.1.1 .a TEAM
CATALYST
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Background Information on the Project: (Organisation Impact)
1.Maxximo MiniVan was Major Sales Volume
Contributor in the “Bottom of Pyramid Segment” for Mahindra.
2. Mahindra Maxximo Minivan had 20% Market Share
Which was under Threat due to Field Failure Issues.
3. Volume Dropped from 2500 No.s Peak to 1000 ~1200 No.s/ Month.
4. Exhaust Tail Pipe Failure was Top Field Concern
What Background Information on the company or those
Who selected the Project needed to understand the context of Project 1.1.1 .b TEAM
CATALYST
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Background Information on the Project: (Financial Impact)
1.The Below Table clearly explain that the Organization incurred a Huge Warranty Cost
due to this Failure.
What Background Information on the company or those
Who selected the Project needed to understand the context of Project 1.1.1 .b TEAM
CATALYST
Year
Warranty Cost Year (Per Year)
due to Exhaust Failure in MiniVan
(INR)
2013 1,32,84,081
2014 2,03,36,970
2015 71,25,285
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Background Information on the Project: (Customer Impact)
The Customer or Vehicle Owner encountered the following
problem incase of this Failure in Exhaust
1.Vehicle went Off Road.
2. Vehicle Owner Lost Customer Trust.
3. Vehicle Owner Paid INR14,000(Replacement Cost) to make
Vehicle Roadworthy.
What Background Information on the company or those
Who selected the Project needed to understand the context of Project 1.1.1 .b TEAM
CATALYST
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Background Information on the Project: (complexity & Challenge)
Following were main challenges encountered in understating the issue
1.The Exhaust System had cleared all the Inhouse Validation (General Highway
Durability of 1,50,000 Kms ,Torture Test of 100 Cycles). No Failure Observed.
2. Failure was Not Specific to any Application.
3. No Design change from the Tested Configuration to Production.
4. No Traditional Way of solving this Problem.
What Background Information on the company or those
Who selected the Project needed to understand the context of Project 1.1.1 .b TEAM
CATALYST
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How was the Opportunity brought to the Attention of the Leadership
Team ??
1. Minivan one of the STAR Products for Mahindra.
2. Customers Moved away from Minivan .Word of Mouth spreading .
3. Traditional Approach did not Help to resolve concern. Radical Approach Needed.
4. Competition ‘s selling had been the Failure of Exhaust in Minivan.
How was the gap or Opportunity brought to the
attention of the Leadership
Team ??
1.2.1.a TEAM
CATALYST
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What was the Gap (problem solving was as below ) :
Attached Mail communication from Plant Vehicle Team(PVT)
What is the Gap in (Problem Solving)??
1.2.1.b TEAM
CATALYST
Define
R/1000 was 4 , very High in this Segment /Class of Vehicle.
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What are of the Organization had the Opportunity or Gap??
1.2.1.c
Define
Exhaust Tail Pipe
Broken
Production Process
Variation study
Implement
Solution
YES NO
No Design
Change
Design
Change
Need GAP (Opportunity)
Gap or Opportunity was to be identified in the Area of Dimensional Non Conformance of the
Product and/ or in the Design Quality Itself.
DESIGN
QUALITY
PROCESS
QUALITY
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1.Field Failure Data and Customer Usage pattern.
2.Warranty Yard Visit
3.SCR Tracking (As per Mahindra & Mahindra Standard)
What data was generated to help select the Project?? 1.2.2.a TEAM
CATALYST
Brain Storming
External Data Internal Data
1. Competition Analysis(Domestic)
2. Global Benchmark.
3. Previous Structural Analysis reports.
Define
How was the Project Selected??
1. Data used came from Internal and External sources.
2. External(Warranty, Field Visit ) and Internal(Design ..)
3. Based on Brain storming with above , Project selected.
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What Methods and /or Tools used to assess or prioritize the Need?? 1.2.2.b TEAM
CATALYST
Define
1.2.2.c Why were these Methods /Tools data used to select the Project??
1.2.2.b Project Scoring Sheet for Selection .
1.2.2.c To quantitatively ,qualitatively assess and prioritize the Need on
criticality interms of ROI , Resource and Timeline
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What Goals (Organization /Local),performance Measures, and
or strategies Is the Project expected to Impact ?? 1.2.3.b TEAM
CATALYST
Define
1.2.3.c How do the stated Measures relate to the perceived Gap or
Opportunity (1.2.1)??
This slide shows how this Project Deliverables align to the Corporate Values:
1.This Project was an example of Mahindra’s Rise Pillar “Accepting No Limits”.
2.This Project was to improve the Customer Satisfaction by reducing the Cost of Ownership with the Opportunity
Mahindra Rise Pillar
1.Alternate Thinking
2.Accepting No Limits.
3.Driving Positive Change
Project Outcome &
Deliverables in addressing
Gap
Reduction of Tail Pipe
Failures – Less Ownership
Cost
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Project Execution Method & Project Management Model TEAM
CATALYST
Define
DMADV , a Six Sigma Tool is used to execute
the Project
Overall Project and all Phases
Were Managed through Project Management
Model
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7
We start with Define Phase.
We developed the Work Plan with Responsibilities.
Project Work Plan (DMADV)
Identify Business opportunity - Resp - Team
Identify Critical to Quality and Critical to Process Chart – Resp -Team
Prepare and Publish Team Charter - Resp -Lead Member
Prepare Project Timeline - Resp- Lead Member
Prepare SIPOC Diagram – Resp - Team
Prepare TOP Down Process - Resp- Team
Identify Functional Deployment -Resp- Team
Identify Quick Wins - Resp – Team.
Define
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Define
1.2.3.c.1 How do the stated Measures relate to the perceived Gap or
Opportunity (1.2.1)??
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Define
1.2.3.c.2 How do the stated Measures relate to the perceived Gap or
Opportunity (1.2.1)??
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What is the Problem statement that expresses where the
Organization wants to be at the End of the Project ?? 1.2.3.d TEAM
CATALYST
Define
Problem Statement
So What was our Problem and what was our Goal ??
Problem Statement
Our Aim at the End of the Project (Goal )??
In Maxximo Minivan ,The Exhaust TailPipe Failure Rate(R/1000) was High and equal to 4
Problem Statement In Maxximo MiniVan ,the Exhaust TailPipe Failure Rate(R/1000) should be less or equal to 1
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How were the Stake Holder Group Identified ?? 1.3.1.a TEAM
CATALYST
Define
1.3.1.b What and who were the stake Holders Group??
SIPOC DIAGRAM
Once the Problem and Goal were defined , we developed SIPOC for the entire Exhaust
Tail Pipe Part to Identify the Stake Holders.
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How were the Stake Holder Group Identified ?? 1.3.1.a.2 TEAM
CATALYST
Define
1.3.1.b.2 What and who were the stake Holders Group??
We had done the Top Down Chart for Understanding the Process Stake Holders in Tail Pipe Assembly
The TOP DOWN Chart helped us in understanding the Sequence.
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How were the Stake Holder Group Identified ?? 1.3.1.a.3 TEAM
CATALYST
Define
1.3.1.b.3 What and who were the stake Holders Group??
We had developed the Functional Deployment Chart for Understanding each Functional Role in Tail Pipe Assembly
The Function Deployment Chart helped us in understanding the Function of each link in the Process.
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How were the Stake Holder Group Identified ?? 1.3.1.a.4 TEAM
CATALYST
Define
1.3.1.b.4 What and who were the stake Holders Group??
Based on above 3 Tools , Stake Holders were identified in the Process to Customer Linkage.
Two Category Stake Holders were identified :
Internal Stake Holders – Who have direct impact on the
execution of the Project.
External Stake Holders- Who facilitate the Project.
Stake Holders collectively nominated Suitable Project Team.
The Team selected was as given in Table.
NAME FUNCTION
NITIN M& AVESH SPONSOR
RAJ PAI CHAMPION
ROHIT PATHAK MENTOR /MBB
C.PRADEEP BLACK BELT
RITHESH RAJAN SYSTEM ENGINEER
T RAMANATHAN DEVELOPMENT ENGINEER
M ARUN CAE
L LOKESH VALIDATION
ARAVINDH T R PACKAGE MANAGER
AMIT DESHPANDE PLANT VEHICLE TEAM
AJAY PILLAY CUSTOMER CARE
NITIN Z SHARDA MOTORS
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1.
What Knowledge /Skill sets were determined to be necessary
For successful completion of the Project?? 1.3.2.a TEAM
CATALYST
Define
1.3.2.b To what extent did the existing Stake Holder groups have the
Required Knowledge or skills ??
Training
(1.3.2.b)
Group (1.3.2.b)
Communication Team
Work
Analytical
Tools
Lean Six
Sigma
Time
Management
Decision
Making
NITIN M& AVESH Y Y R R Y Y
RAJ PAI Y Y R R Y Y
ROHIT PATHAK Y Y Y Y Y Y
C.PRADEEP Y Y Y Y Y Y
RITHESH RAJAN Y Y R R Y R
T RAMANATHAN Y Y R R Y Y
M ARUN Y Y R R Y Y
L LOKESH Y Y R R Y Y
ARAVINDH T R Y Y R R Y Y
AMIT
DESHPANDE
Y Y R R
Y Y
AJAY PILLAY Y Y R R Y Y
NITIN Z Y Y R R Y R
Y – Yes
R –
Require
Training
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1.
What additional Knowledge and skills were brought in to make the
Project More Successful ?? 1.3.2.c TEAM
CATALYST
Define
1.3.2.b To what extent did the existing Stakeholder groups have the
Required Knowledge or skills??
Y – Yes
R –
Require
Training
Training
(1.3.2.b)
Group (1.3.2.b)
Communication Team
Work
Analytical
Tools
Lean Six
Sigma
Time
Management
Decision
Making
NITIN M& AVESH Y Y R R Y Y
RAJ PAI Y Y R R Y Y
ROHIT PATHAK Y Y Y Y Y Y
C.PRADEEP Y Y Y Y Y Y
RITHESH RAJAN Y Y R R Y R
T RAMANATHAN Y Y R R Y Y
M ARUN Y Y R R Y Y
L LOKESH Y Y R R Y Y
ARAVINDH T R Y Y R R Y Y
AMIT
DESHPANDE
Y Y R R
Y Y
AJAY PILLAY Y Y R R Y Y
NITIN Z Y Y R R Y R
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TO ALL MEMBERS
What additional Knowledge and skills were brought in to make the
Project More Successful ?? 1.3.2.c TEAM
CATALYST
Define
1.3.3.a Before the start of the Project , what specific Training was done ??
Training
provided
(1.3.2.c /1.3.3.a)
Trained
By Purpose
Lean Six Sigma
/DFSS
Over View of
Six Sigma
In-house
Training
Decision Making Making
Conclusions
In-house
Training/
External
Trainer
ON NEED BASIS
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Before start of the Project , what was done to prepare the team to
Work Together as a Team ?? 1.3.3.b TEAM
CATALYST
Define
Forming Storming Norming Performing
Nominations Conflicts Resolution Alignment to common
Goal
Foundation Laid
Target achievement in progress
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What roles and expectations were determined ahead of the Project?? 1.3.4.a TEAM
CATALYST
Define
Stake
Holders
Project
Selection
Data
Collection
Data
Analysis
Implementat
ion
Control Time
Management
NITIN M& AVESH R I I A R I
RAJ PAI R I I A I I
ROHIT PATHAK R I I I I I
C.PRADEEP R I R
A
R A
RITHESH RAJAN I R A A I I
T RAMANATHAN I C I I R I
M ARUN I I I I I I
L LOKESH I I I I I I
ARAVINDH T R I R A R I R
AMIT
DESHPANDE
I R I R
I I
AJAY PILLAY I I I A A I
NITIN Z I I I R I I
R Responsible
C
Accountable A
Consulted
I Informed
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Project Charter TEAM
CATALYST
Define Project Charter was approved by the Head Product Development , Functional Head of Exhaust system and
DEAN MIQ, Plant Quality Head With all Stake Holders on Board.
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What deadlines and deliverables did the Team have to consider
Ahead of starting the Project ?? 1.3.4.b TEAM
CATALYST
Define
Financial Year
Phases Apr-15 15-May Jun-15 Jul-15 Aug-15 Sep-15 Oct-15 Nov-15 Dec-15 Jan-16
Define
Measure
Analyse
Design
Verify
F16
This Project was planned for execution
In 10 Months Record Time.
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Before the Project started ,what Team routines including
Communication Were established ?? 1.3.4.c TEAM
CATALYST
Define
NAME FREQUENCY
TEAM MEETING Weekly Once
MEETING WITH CHAMPION Every Fortnight
MEETING WITH MENTOR Every Fortnight
MEETING WITH SPONSOR Monthly Once
NAME Plan /Phase Target
Date/Month
Visit to SHARDA
MOTORS
(Supplier)
During
Measure
Phase
June 2015
Visit to MVML
Chakan , Pune
During Verify
Phase
August 2015
Visit to Field
/Feedback
During Verify
Phase
November
2015,
January 2016
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Build QM competence | Application orientation | Spread QM | Build team culture | Quality a way of life Build QM competence | Application orientation | Spread QM | Build team culture | Quality a way of life
Brainstorming
Cause and Effect
Diagram
Cause-Effect
Matrix
Pareto Chart
Operational
Definition
Benchmarking &
Measurement
Data Measurement
Plan
Base line
measurement
CTQ Flow Down
Transfer Function
Y = f(x)
Hypothesis
Testing – One Way
Anova
1 Sample T Test
TRIZ (Contradict
problem solving
Technique)
Design Concepts
Pugh Matrix
Design FMEA
Interface Matrix
P diagram
DOE
CAE Analysis
DMU Analysis or
Fitment Trial
Results –Failure
Verification
Results – Cost
Verification
Further Activities
Team Reflection
Business
opportunity
Critical to Quality
and Critical to
Process Chart
Team Charter
Project Timeline
SIPOC Diagram
TOP Down
Process
Functional
Deployment
Quick Wins
Define Measure Analyze Design Verify
9
Project Tollgate ..
The DEFINE Phase deliverables of DMADV were approved by Project Sponsor and Project Champion .
With this the DEFINE Phase got executed by 15th May 2015 as per the Project Timeline
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Before the Project started ,what Team routines including
Communication Were established ?? 1.3.4.c.1 TEAM
CATALYST
Define
Before the Project Started , the Team Had done a Pre Visit to Supplier (SHARDA MOTORS) to
Understand if any Quick Wins were there to be explored.
The Study and Results are given in the Coming Slides.
Visit happened in the Month of Feb end 2015.
We were able to identify and Implement which are Easy , reversible and Low Cost …
The Quick Wins gave us confidence to move into the Project ……
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Sr.
No
.
Source Concerns/
Issues
Potential
Quick win
opportunit
y (solution)
Easy to
implement
Fast to
implement
Cheap to
implement
Within the
teams
control
Easy
reversible
Implement
(Yes/No)
1 Process
Walkthrough
Thinning Of
Pipe @ Bend
Daily
Inspection
of 5
Samples
Y Y Y Y Y Yes
2 Process
Walk
Through
Calibration of
CNC Bending
(Period
Interval –
Yearly Once)
Calibration
every
Quarterly
Y Y Y Y Y Yes
Visit to Supplier for Quick Wins
Mail acknowledgement
From Supplier
21
Before the Project Started , the Team Had established a Pre Visit to Supplier (SHARDA MOTORS) to
Understand if any Quick Wins are there to be explored.
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Quick Wins Implementation Plan
S. No. Quick wins Activities Responsibilities
Person
Start
Date
Target
date of
completion
Actual
date of
completion
Standardization
of completion
1 Calibration of
CNC Bending
Machine
Calibration
to be
ensured
Quarterly
M/s Sharada
Motors
15.1.15 15.3.15 01.03.15 Process
Standardised
2 Thinning
Measurement on
Samples Daily
Measuremen
t of
Thickness
on Bend
Section
M/s Sharada
Motors
15.1.15 15.3.15 26.02.15 Process
Standardised
OBSERVATION : Source of Failure from the Phenomena of “ Thinning in
Bending Operation “ was getting eliminated/had come under control
Mail acknowledgement
From Supplier
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Quick Win Results
Source of Failure from the Phenomena of “ Thinning in
Bending Operation “ was getting eliminated/had come
under control
The Quick Wins gave us confidence to move into the
Project ……
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2. Current Situation and Root Cause /
Improvement Opportunity Analysis
2.1 Key Measures expected out of Project
2.2 Possible Root Causes /Improvement Opportunities.
2.3 Final Root Cause /Improvement Opportunities.
2.4 Project Management Update.
24
We now move to the Measure and Analyze Phase of the Project which covers section 2 of
ASQ criteria which Focus on :
Current Situation and Root Cause Analysis.
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Build QM competence | Application orientation | Spread QM | Build team culture | Quality a way of life Build QM competence | Application orientation | Spread QM | Build team culture | Quality a way of life
Brainstorming
Cause and Effect
Diagram
Cause-Effect
Matrix
Pareto Chart
Operational
Definition
Benchmarking &
Measurement
Data Measurement
Plan
Base line
measurement
CTQ Flow Down
Transfer Function
Y = f(x)
Hypothesis
Testing – One Way
Anova
1 Sample T Test
TRIZ (Contradict
problem solving
Technique)
Design Concepts
Pugh Matrix
Design FMEA
Interface Matrix
P diagram
DOE
CAE Analysis
DMU Analysis or
Fitment Trial
Results –Failure
Verification
Results – Cost
Verification
Further Activities
Team Reflection
Business
opportunity
Critical to Quality
and Critical to
Process Chart
Team Charter
Project Timeline
SIPOC Diagram
TOP Down
Process
Functional
Deployment
Quick Wins
Define Measure Analyze Design Verify
25
As a standard practice a Work Plan was developed along for Measure Phase
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What specific Goals and or Measures ,is the Team trying to achieve
In this Project ?? 2.1.1.a TEAM
CATALYST
Measure
2.1.1.b What additional Potential Benefits , Other than Specific goals and /or
Measure will the Project Impact ??
Main Goal Reduction in R/1000 of Exhaust Tail
Pipe Failure from 4 to <=1 in Minivan
Expected Benefit 1. R/1000 reduction to <=1.
2. Reduction of Warranty Cost from 2 Crore INR to very less Figure.
Additional
Potential Benefit
1. Customer Satisfaction
2. Less Cost of Ownership to Customer
3. Better Word of Mouth from Customer which is a Big Sales Pitch
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Brain Storming
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Cause and Effect Diagram
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Cause-Effect Matrix Output #1
(Crack)
Output #2
(Thinning)
Output #3
( Twisted Fitment on
Vehicle)
Output
Indicators
Input/ Process indicators 9 7 3 Total
Importance
(1-10 scale)
Less Material Thickness 3 3 0 48
Pipe Bend Radius 9 9 0 144
Pipe Material Thinning 3 3 0 48
Muffler Assy is Not Ok 1 1 0 16
Excessive Clamping Force 3 1 0 34
Wrong Bending Mandrel 3 3 1 48
Minor Crack during bending 9 3 0 108
Weld Penetration Improper 9 3 1 102
Pipe Internal Rust 1 0 0 9
Insulator not Perpendicular 9 0 9 108
Scale: 0=None, 1=Low, 3=Moderate, 9=Strong
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Sr. No. Performance Indicator (Y) Operational Definition
Y1 CRACK
The Crack is the Major Failure Mode which is creating
Exhaust Tail Pipe to get detached from the system. There
should not be any crack ( Hairline also) in the Manufacturing
Process.
Y2 THINNING
The Thickness of the Pipe is 1.6mm with Minimum Value as
1.2mm as per Engineering.
Exhaust Manufacturing Process starts from the Cutting of the
Pipe Raw Material inside Plant till the storage of the System
Inside Plant . Minimum 30 Data shall be collected from May
2015 to June 2015
Y3 TWISTED FITMENT OF ASSY ON
VEHICLE
The Exhaust system is fitted on the Vehicle with Rear
Isolators on the Vehicle perpendicular to the Vehicle Plane.
Minimum 30 Vehicle Data shall be collected from May 2015
to June 2015
Performance Indicator (Y)
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Sr. No. Process / input Indicator
(X)
Operational Definition
X1 Pipe Bend Radius The Pipe Bending Radius is 80mm currently in the Design.
X2 Minor Crack During Bending
There should not be any Minor Crack in the Bending
Process.
There is a check point in the Buy Off stage before
Assembly.
Input Indicator (X)
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Sr. No. Process / input Indicator
(X)
Operational Definition
X3 Welding Improper
The Welding specification is given as Below :
1. Throat Height is <= Smallest Thickness
2. Plate Thickness = 1.6mm
3. Filling angle should be 110 Deg Minimum
These Parameters are checked in a Month’s Production
as this is a destructive Test .
X4 Insulator not Perpendicular
The Rear 2 Isolators getting fitted on the Vehicle are to
be Perpendicular as per the Engineering Intent.
These are checked in the Daily Production Batch @
MVML .( May 2015 to June 2015 Batch).
Input Indicator (X)
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Data Measurement Plan
Remarks:
Other data refers to additional information from stratification perspective.
Performance
measure (Y)
Operational
definition
Data source
and location
Sample
size
Who will
collect the data
When will
data be
collected
How will data
be collected
Other data that
should be
collected at the
same time
Crack Inbuilt Crack
during
Bending
M/s Sharda
Motors,
Chakan
30 No.s Mr. Nitin Shinde,
Mr. Zaheer Pinjri
As per Shift
Time
Visual -
Thinning
(Pipe
Thickness)
Pipe
Thickness
after Bending
(1.6 to
1.2mm)
M/s Sharda
Motors,
Chakan
30 No.s Mr. Nitin Shinde,
Mr. Zaheer Pinjri
As per Shift
Time
Vernier -
Process / Input
(X)
Operational
definition
Data
source
and
location
Sample
size
Who will
collect the data
When will
data be
collected
How will
data be
collected
Other data that should
be collected at the
same time
Isolator fitment
on Vehicle
The Rear 2 Isolators
getting fitted on the
Vehicle are to be
Perpendicular as per
the Engineering
Intent.
These are checked in
the Daily Production
Batch @ MVML .(
Jan 2015 to Feb
2015 Batch).
M/s
MVML
30 No.s Mr. Amit Paliwal June 2015 Visual To check whether this is
corrected in PDI before
dispatch
32 46
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Build QM competence | Application orientation | Spread QM | Build team culture | Quality a way of life
MSA
(Measure System
Analysis)
33 47
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A. Data collection Format &
Collection – Page 1 Sr No. Operator Position 1 Position 2 Location Remarks
1 A 1.47 1.55 At Sharda Motors Position 1 –
Ahead of the
Bend
Position 2 –
Behind the
Bend
2 A 1.38 1.49 At Sharda Motors
3 A 1.35 1.39 At Sharda Motors
4 A 1.37 1.36 At Sharda Motors
5 A 1.50 1.46 At Sharda Motors
6 A 1.52 1.42 At Sharda Motors
7 A 1.51 1.60 At Sharda Motors
8 A 1.39 1.56 At Sharda Motors
9 A 1.33 1.54 At Sharda Motors
10 A 1.41 1.56 At Sharda Motors
11 A 1.52 1.41 At Sharda Motors
12 A 1.37 1.34 At Sharda Motors
13 A 1.37 1.32 At Sharda Motors
14 A 1.36 1.39 At Sharda Motors
15 A 1.45 1.48 At Sharda Motors
16 A 1.58 1.51 At Sharda Motors
17 A 1.44 1.42 At Sharda Motors
34
Position 1 Position 2
48
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B. Data collection Format &
Collection –Page 2 Sr No. Operator Position 1 Position 2 Location Remarks
18 B 1.37 1.35 At Sharda Motors Position 1 –
Ahead of the
Bend
Position 2 –
Behind the
Bend
19 B 1.40 1.43 At Sharda Motors
20 B 1.50 1.57 At Sharda Motors
21 B 1.56 1.49 At Sharda Motors
22 B 1.42 1.45 At Sharda Motors
23 B 1.34 1.38 At Sharda Motors
24 B 1.37 1.37 At Sharda Motors
25 B 1.45 1.45 At Sharda Motors
26 B 1.39 1.37 At Sharda Motors
27 B 1.30 1.28 At Sharda Motors
28 B 1.29 1.29 At Sharda Motors
29 B 1.36 1.36 At Sharda Motors
30 B 1.37 1.45 At Sharda Motors
31 B 1.32 1.34 At Sharda Motors
32 B 1.28 1.26 At Sharda Motors
33 B 1.26 1.28 At Sharda Motors
34 B 1.34 1.36 At Sharda Motors
35 B 1.38 1.37 At Sharda Motors
35 49
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C. Gauge
R&R Results
36 50
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Build QM competence | Application orientation | Spread QM | Build team culture | Quality a way of life
process variation.
variation. A historical standard deviation is used to estimate the
The measurement system variation equals 4.0% of the process
100%30%10%0%
NoYes
4.0%
tolerance.
The measurement system variation equals 5.1% of the
100%30%10%0%
NoYes
5.1%
ReprodRepeatTotal Gage
45
30
15
0
30
10
%Process Var
%Tolerance
operator.
study, reproducibility is not estimated because there is only one
occurs when different people measure the same item. In this
-- Operator component (Reproducibility): The variation that
4.0% of the total variation in the process.
times. This equals 100.0% of the measurement variation and is
occurs when the same person measures the same item multiple
-- Test-Retest component (Repeatability): The variation that
reproducibility to guide improvements:
total gage variation is unacceptable, look at repeatability and
Examine the bar chart showing the sources of variation. If the
>30%: unacceptable
10% - 30%: marginal
<10%: acceptable
General rules used to determine the capability of the system:
Number of parts in study 13
Number of operators in study 1
Number of replicates 2
Study Information
Variation by Source
(Replicates: Number of times each operator measured each part)
Comments
Gage R&R Study for Measurements
Summary Report
Can you adequately assess process performance?
Can you sort good parts from bad?
1.401.381.36
13
12
11
10
9
8
7
6
5
4
3
2
1
1.40
1.38
1.36
0.010
0.005
0.000
Variation by Source
Total Gage 0.003 27.02 4.00 5.10
Repeatability 0.003 27.02 4.00 5.10
Part-to-Part 0.012 96.28 14.24 18.15
Study Variation 0.013 100.00 14.79 18.86
Process Variation 0.085 676.20 100.00 127.50
Tolerance (upper spec - lower spec): 0.4
Source StDev Variation
%Study
Variation
%Process
%Tolerance
Measurements by Part
Compare the test-retest data for each part.
Xbar Chart of Part Averages
At least 50% should be outside the limits. (actual: 61.5%)
Test-Retest R Chart (Repeatability)
Parts with larger ranges have less consistency.
Gage R&R Study for Measurements
Variation Report
C. Gauge R&R Results
37 51
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Considerations :
Lower Limit = 1.20 mm
Upper Limit = 1.60 mm
Observations:
• Cpk value = 1.14
• Recommended was 1.33 or more
• sigma value is 3*Cpk+1.5 = 4.9
D. Process Capability :
38 52
Thickness
•27
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E. Calculation Sigma Performance
1. Number of units processed
2. Total number of defects made
(Include Defects made and Later Fixed)
3. Number of defect opportunities per unit
4. Solve for defects per million opportunities
5. Look Up process sigma in abridged sigma
conversion table
Sigma DPMO
1 697672
1.1 660083
1.2 621378
1.3 581815
1.4 541694
1.5 501350
1.6 461140
1.7 421428
1.8 382572
1.9 344915
2 308770
2.1 274412
2.2 242071
2.3 211928
2.4 184108
2.5 158687
2.6 135687
2.7 115083
2.8 96809
2.9 80762
3 66811
3.1 54801
3.2 44567
3.3 35931
3.4 28717
3.5 22750
3.6 17865
3.7 13903
3.8 10724
3.9 8198
4 6210
4.1 4661
4.2 3467
4.3 2555
4.4 1866
4.5 1350
4.6 968
4.7 687
4.8 483
4.9 337
5 233
5.1 159
5.2 108
5.3 72
5.4 48
5.5 32
5.6 21
5.7 13
5.8 9
5.9 5
6 3.4
39 53
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F. Data Summarization (Y)
For continuous (Y)
Output indicator Standard
deviation
Cp Cpk Sigma Level
Y2 0.0856 1.2 1.14 3.42
For discrete (Y)
Output indicator No. of units No. of opportunities per
unit
No. of defects DPM
O
Sigma
Level
Y1 (CRACK) 34350 01 11 320 4.9
Y3(TWIST
FITMENT ON
VEHICLE)
34350 01 52 1455 4.5
Baseline definition
40 54
•28
Build QM competence | Application orientation | Spread QM | Build team culture | Quality a way of life Build QM competence | Application orientation | Spread QM | Build team culture | Quality a way of life
Brainstorming
Cause and Effect
Diagram
Cause-Effect
Matrix
Pareto Chart
Operational
Definition
Benchmarking &
Measurement
Data Measurement
Plan
Base line
measurement
CTQ Flow Down
Transfer Function
Y = f(x)
Hypothesis
Testing – One Way
Anova
1 Sample T Test
TRIZ (Contradict
problem solving
Technique)
Design Concepts
Pugh Matrix
Design FMEA
Interface Matrix
P diagram
DOE
CAE Analysis
DMU Analysis or
Fitment Trial
Results –Failure
Verification
Results – Cost
Verification
Further Activities
Team Reflection
Business
opportunity
Critical to Quality
and Critical to
Process Chart
Team Charter
Project Timeline
SIPOC Diagram
TOP Down
Process
Functional
Deployment
Quick Wins
Define Measure Analyze Design Verify
25
The Measure Phase deliverables of DMADV were approved by Project Sponsor and Project Champion .
With this the Measure Phase got executed by June 2015 as per the Project Timeline
Project Tollgate ..
55
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Analyze
Define Measure Analyze Design Verify
41 56
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Build QM competence | Application orientation | Spread QM | Build team culture | Quality a way of life Build QM competence | Application orientation | Spread QM | Build team culture | Quality a way of life
Brainstorming
Cause and Effect
Diagram
Cause-Effect
Matrix
Pareto Chart
Operational
Definition
Benchmarking &
Measurement
Data Measurement
Plan
Base line
measurement
CTQ Flow Down
Transfer Function
Y = f(x)
Hypothesis
Testing – One Way
Anova
1 Sample T Test
TRIZ (Contradict
problem solving
Technique)
Design Concepts
Pugh Matrix
Design FMEA
Interface Matrix
P diagram
DOE
CAE Analysis
DMU Analysis or
Fitment Trial
Results –Failure
Verification
Results – Cost
Verification
Further Activities
Team Reflection
Business
opportunity
Critical to Quality
and Critical to
Process Chart
Team Charter
Project Timeline
SIPOC Diagram
TOP Down
Process
Functional
Deployment
Quick Wins
Define Measure Analyze Design Verify
42 57
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What Methods and or /Tools were used to identify the Root Causes/
Improvement Opportunities ?? 2.2.1.a TEAM
CATALYST
Analyze
2.2.1.b How was the Team prepared to use these Methods and or Tools ??
CTQ Flow Down Tool helped us in converging the Failure
Mode into Measurable Performance
Parameter
Transfer
Function
T =F(X)
This Mathematical Function related the
output of the system (Tail pipe ) to the
Inputs in Engineering and Process.
PARETO
Prioritization Of Causes.
Why were these Tools Selected ?? 2.2.1.c
Training by MIQ
Training with
System Center of
Excellence
Training by MIQ
TOOLS(2.2.1.a) Why Selected(2.2.1.c) Team Preparedness(2.2.1.b)
Team had converged on these Three Tools . These Analyze Tools have been Explained in coming slides.
58
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What Data was generated and how were the Data analyzed to identify
The root causes , Improvement(s) / Opportunities (s)?? 2.2.2.a TEAM
CATALYST
Analyze
After Deployment of these Tools, following were the Major Observations :
1. From CTQ , Pipe Thickness and Bend Radius were Important contributors.
2. From Causes Matrix ,Minor Crack during Bend and the Fitment of Insulator (Not Perpendicular)on Vehicle
were suspected as Root Causes.
Pipe Bend Radius and the Pipe Thickness, Fitment of Insulator on Vehicle Data were generated.
59
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Analyse Phase
Define CTQ flow - Down
Comparative Methods
Final Analysis
43 60
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CTQ Flow Down System/Part Characteristics to Design Parameters
Design Parameters
System/Part Characteristics
Customer Requirement No Failure in Exhaust Tail Pipe
Bending & Welding Profile
Bend Radius Pipe Thickness
44 61
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Sr. No. Process / input Indicator (X) Operational Definition
X1 Pipe Bend Radius The Pipe Bending Radius is 80mm currently in the Design.
X2 Minor Crack During Bending
There should not be any Minor Crack in the Bending Process.
There is a check point in the Buy Off stage before Assembly.
Causes
Sr. No. Process / input Indicator (X) Operational Definition
X3 Welding Improper
The Welding specification is given as Below :
1. Throat Height is <= Smallest Thickness
2. Plate Thickness = 1.6mm
3. Filling angle should be 110 Deg Minimum
These Parameters are checked in a Month’s Production as this is a
destructive Test .
X4 Insulator not Perpendicular
The Rear 2 Isolators getting fitted on the Vehicle are to be
Perpendicular as per the Engineering Intent.
These are checked in the Daily Production Batch @ MVML .( May
2015 to June 2015 Batch).
45 62
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Build QM competence | Application orientation | Spread QM | Build team culture | Quality a way of life
What were the Possible Root Cause(s) , Opportunities (s)?? 2.2.2.b TEAM
CATALYST
Analyze
After Deployment of these Tools, following were the Major Observations :
Based on the CTQ and Causes Matrix , following root Cause were converged on :
1. Pipe Bend Radius
2. Minor Crack during welding
3. Welding Improper
4. Fitment of Insulator (Not Perpendicular )on Vehicle.
63
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What Methods and or /Tools were used to identify the FINAL Root
Causes/ Improvement Opportunities ?? 2.3.1.a TEAM
CATALYST
Analyze
2.3.1.b How was the Team prepared to use these Methods and or Tools ??
Hypothesis One
Way A NOVA Tool was used to determine whether
significant differences between the Means.
Why were these Tools Selected ?? 2.3.1.c
Training by MIQ
1 Sample T Test
The One sample t Test was selected as this
compared a sample Mean to a
Hypothesized population Mean and
determined how they are different.
Training by MIQ
TOOLS(2.3.1.a) Why Selected(2.3.1.c) Team Preparedness(2.3.1.b)
Team had converged on these Three Tools . These Analyze Tools have been Explained in coming slides.
PARETO Tool was used to prioritize the root Cause. Training by MIQ
64
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Count 49 10 2 2
Percent 77.8 15.9 3.2 3.2
Cum % 77.8 93.7 96.8 100.0
Cause OtherCrackTwistRadius
70
60
50
40
30
20
10
0
100
80
60
40
20
0
Co
un
t
Pe
rce
nt
22
10
49
Pareto Chart of Cause
Prioritization of Xs - Causes
Using Pareto Analysis , we found Radius had a larger Count
Percentage of Influence .
46 65
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What Data was generated and how were the Data analyzed to identify
The Final root causes , Improvement(s) / Opportunities (s)?? 2.3.2.a TEAM
CATALYST
Analyze
After Deployment of these Tools, following were the Major Observations :
1. Pareto Analyze was done to prioritize the Cause.
2. A NOVA tests results analyzed the Variation in the Radius/Thickness measured.
3. 1 Sample t Test analyzed the Variation in Thickness Measured with respect to Bend Radius Location and
Operator.
4. Hypothesis Testing was also done for verifying the Null Hypothesis .
All above Findings are explained in the subsequent Slides.
2.3.2.b What are specific examples of data analysis that lead to final root
cause??
66
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ANOVA Test
Results
47 67
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A NOVA TEST
48 68
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1-Sample t test
Results
49 69
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1.65
1.50
1.35
1.20
90% chance.
the difference. If it differed by 0.062393, you would have a
either direction, you would have a 60% chance of detecting
If the true mean differed from the target by 0.042544 in
For alpha = 0.05 and sample size = 17:
100%
0.062393
90%
0.042544
60%< 40%
0.042544 60.0
0.047772 70.0
0.053894 80.0
0.062393 90.0
Difference Power
sample size of 17?
What difference can you detect with a
sample size.
Power is a function of the sample size and the standard deviation. To detect a difference smaller than 0.053894, consider increasing the
1-Sample t Test for the Mean of Position 1
Diagnostic Report
Data in Worksheet Order
Investigate outliers (marked in red).
Power
What is the chance of detecting a difference?
Operator A vs. Position 1
target (p > 0.05).
The mean of Position 1 is not significantly different from the
> 0.50.10.050
NoYes
P = 0.110
1.551.501.451.401.35
1.4
test results.
the target. Look for unusual data before interpreting the
-- Distribution of Data: Compare the location of the data to
that the true mean is between 1.3923 and 1.4689.
the mean from sample data. You can be 95% confident
-- CI: Quantifies the uncertainty associated with estimating
mean differs from 1.4 at the 0.05 level of significance.
-- Test: There is not enough evidence to conclude that the
Sample size 17
Mean 1.4306
95% CI (1.3923, 1.4689)
Standard deviation 0.074454
Target 1.4
StatisticsDoes the mean differ from 1.4?
Distribution of Data
Where are the data relative to the target?
Comments
1-Sample t Test for the Mean of Position 1
Summary Report
1 Sample t Test Operator A Vs Position 1
50 70
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1.8
1.6
1.4
1.2
90% chance.
the difference. If it differed by 0.071776, you would have a
either direction, you would have a 60% chance of detecting
If the true mean differed from the target by 0.048942 in
For alpha = 0.05 and sample size = 17:
100%
0.071776
90%
0.048942
60%< 40%
0.048942 60.0
0.054956 70.0
0.061999 80.0
0.071776 90.0
Difference Power
sample size of 17?
What difference can you detect with a
Data in Worksheet Order
Investigate outliers (marked in red).
Power
What is the chance of detecting a difference?
sample size.
Power is a function of the sample size and the standard deviation. To detect a difference smaller than 0.061999, consider increasing the
1-Sample t Test for the Mean of Position 2
Diagnostic Report
Operator A vs. Position 2
target (p < 0.05).
The mean of Position 2 is significantly different from the
> 0.50.10.050
NoYes
P = 0.012
1.61.51.41.3
1.4
test results.
the target. Look for unusual data before interpreting the
-- Distribution of Data: Compare the location of the data to
that the true mean is between 1.4148 and 1.5029.
the mean from sample data. You can be 95% confident
-- CI: Quantifies the uncertainty associated with estimating
the 0.05 level of significance.
-- Test: You can conclude that the mean differs from 1.4 at
Sample size 17
Mean 1.4588
95% CI (1.4148, 1.5029)
Standard deviation 0.085651
Target 1.4
StatisticsDoes the mean differ from 1.4?
Distribution of Data
Where are the data relative to the target?
Comments
1-Sample t Test for the Mean of Position 2
Summary Report
1 Sample t Test Operator A Vs Position 2
51` 71
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1.5
1.4
1.3
1.2
90% chance.
the difference. If it differed by 0.061936, you would have a
either direction, you would have a 60% chance of detecting
If the true mean differed from the target by 0.042240 in
For alpha = 0.05 and sample size = 18:
100%
0.061936
90%
0.042240
60%< 40%
0.042240 60.0
0.047428 70.0
0.053504 80.0
0.061936 90.0
Difference Power
sample size of 18?
What difference can you detect with a
Data in Worksheet Order
Investigate outliers (marked in red).
Power
What is the chance of detecting a difference?
sample size.
Power is a function of the sample size and the standard deviation. To detect a difference smaller than 0.053504, consider increasing the
1-Sample t Test for the Mean of Position 1
Diagnostic Report
target (p > 0.05).
The mean of Position 1 is not significantly different from the
> 0.50.10.050
NoYes
P = 0.141
1.61.51.41.3
1.4
test results.
the target. Look for unusual data before interpreting the
-- Distribution of Data: Compare the location of the data to
that the true mean is between 1.3343 and 1.4102.
the mean from sample data. You can be 95% confident
-- CI: Quantifies the uncertainty associated with estimating
mean differs from 1.4 at the 0.05 level of significance.
-- Test: There is not enough evidence to conclude that the
Sample size 18
Mean 1.3722
95% CI (1.3343, 1.4102)
Standard deviation 0.076355
Target 1.4
StatisticsDoes the mean differ from 1.4?
Distribution of Data
Where are the data relative to the target?
Comments
1-Sample t Test for the Mean of Position 1
Summary Report
Operator B vs. Position 1
1 Sample t Test Operator B Vs Position 1
52 72
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Operator B vs. Position 2
1.65
1.50
1.35
1.20
90% chance.
the difference. If it differed by 0.065692, you would have a
either direction, you would have a 60% chance of detecting
If the true mean differed from the target by 0.044801 in
For alpha = 0.05 and sample size = 18:
100%
0.065692
90%
0.044801
60%< 40%
0.044801 60.0
0.050304 70.0
0.056748 80.0
0.065692 90.0
Difference Power
sample size of 18?
What difference can you detect with a
Data in Worksheet Order
Investigate outliers (marked in red).
Power
What is the chance of detecting a difference?
sample size.
Power is a function of the sample size and the standard deviation. To detect a difference smaller than 0.056748, consider increasing the
1-Sample t Test for the Mean of Position 2
Diagnostic Report
target (p > 0.05).
The mean of Position 2 is not significantly different from the
> 0.50.10.050
NoYes
P = 0.323
1.61.51.41.3
1.4
test results.
the target. Look for unusual data before interpreting the
-- Distribution of Data: Compare the location of the data to
that the true mean is between 1.3403 and 1.4208.
the mean from sample data. You can be 95% confident
-- CI: Quantifies the uncertainty associated with estimating
mean differs from 1.4 at the 0.05 level of significance.
-- Test: There is not enough evidence to conclude that the
Sample size 18
Mean 1.3806
95% CI (1.3403, 1.4208)
Standard deviation 0.080985
Target 1.4
StatisticsDoes the mean differ from 1.4?
Distribution of Data
Where are the data relative to the target?
Comments
1-Sample t Test for the Mean of Position 2
Summary Report
1 Sample t Test Operator B Vs Position 2
53 73
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Comparative Methods for Checking
Hypothesis
Supplier claim that Tail Pipe thickness near Bending was maintained >1.6mm.
Conduct 1 Sample T Test
Suspicion statement : Mean Thickness @ Pipe Radius was > 1.6mm
Ho :µ < =1.6mm
Hα : µ > 1.6mm
If P < 0.05 , reject Ho.
1. As P< 0.05 , Ho was rejected.
2. Operator B does not have any significant Deviation from Target Value.
3. Operator A had significant Deviation @ Position 2 from Target Value.
54 74
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What was(were) the Final Root Cause (s)
/Improvement/Opportunities ? 2.3.2.c TEAM
CATALYST
Analyze
After Deployment of these Tools, following were the Major Observations :
1. Pipe Bend Radius was the significant Factor supported all the above simulation test results.
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How were the Final Root Causes /Improvements
/Opportunities Validated?? 2.3.3.a TEAM
CATALYST
Analyze
2.3.3.b What evidence showed that the Final Root Cause /Improvements
Opportunities Validated ??
Shop Floor Visit.
Other Causes
Elimination
Control Charts &
Process Capability .
No Minor Crack.
No Raw Material
concern.
FINAL ROOT CAUSE Validation Method Validated Improvement Opportunity
PIPE BEND
RADIUS
Hypothesis Testing .
Pipe Thickness
near the Bend
meeting Variation
1.8
1.6
1.4
1.2
90% chance.
the difference. If it differed by 0.071776, you would have a
either direction, you would have a 60% chance of detecting
If the true mean differed from the target by 0.048942 in
For alpha = 0.05 and sample size = 17:
100%
0.071776
90%
0.048942
60%< 40%
0.048942 60.0
0.054956 70.0
0.061999 80.0
0.071776 90.0
Difference Power
sample size of 17?
What difference can you detect with a
Data in Worksheet Order
Investigate outliers (marked in red).
Power
What is the chance of detecting a difference?
sample size.
Power is a function of the sample size and the standard deviation. To detect a difference smaller than 0.061999, consider increasing the
1-Sample t Test for the Mean of Position 2
Diagnostic Report
Different Tools were used in Validation.
The elimination of Causes played a significant Role. Hypothesis established the relation that Bend Thickness is
Not the Major contributor.
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During all the Phases of DMADV , based on the Learnings and Findings , deliverables & schedule were
reviewed.
During Analyze Phase , there were no change in the Project Scope /Schedule change , but we had 2or 3
days discussion with Our Mentor to ensure Proper Tools were used. This Rigorous work helped us in
Meeting the Schedule.
How was the correctness of the Initial Project scope, deliverables and Timing
Verified ? ?(Or what changes were made). 2.4.1.a TEAM
CATALYST
Analyze
Correctness of the Project ensured. Whatever Tools Planned were used.
Deliverables were as per the Requirement .
No Scope Change No Time Deviation
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.
How were Stakeholders involved (or) communicated on the
Root Cause /Opportunity and Improvement Phase of the Project?? 2.4.1.a TEAM
CATALYST
Analyze
Project Lead
/Champion Stake Holders
In the Analyze Phase , the Project Team also made 1 Plant Site Visit.
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.
What Stake Holder Resistance was identified or addressed
In this Phase of the Project?? 2.4.1.b TEAM
CATALYST
Analyze
Enclosed Graph
was a applicable
to our Team
1. During our Meeting schedule , there were Warranty discussions between Supplier and M&M Management
At one point of the Meeting , there was disconnect between interacting agencies from both sides.
2. Considering Organizational Security Policy , we could not detail any further.
3. But the same got resolved with Visibility of Confidence from this Project
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.
How was the appropriateness of the initial Team Membership and
Management routines confirmed(or what changes were made??) 2.4.1.c TEAM
CATALYST
Analyze
1. Appropriateness of the Initial Team Membership and Management Routines were ensured by conducting
Weekly Review Meetings.
The Weekly Review Meetings were focusing on the following :
1.1 Timeline
1.2 Deliverable.
1.3 Resource Constraint. ( Continuous Monitoring and Tracking was done in case of the System Resource)
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Build QM competence | Application orientation | Spread QM | Build team culture | Quality a way of life Build QM competence | Application orientation | Spread QM | Build team culture | Quality a way of life
Brainstorming
Cause and Effect
Diagram
Cause-Effect
Matrix
Pareto Chart
Operational
Definition
Benchmarking &
Measurement
Data Measurement
Plan
Base line
measurement
CTQ Flow Down
Transfer Function
Y = f(x)
Hypothesis
Testing – One Way
Anova
1 Sample T Test
TRIZ (Contradict
problem solving
Technique)
Design Concepts
Pugh Matrix
Design FMEA
Interface Matrix
P diagram
DOE
CAE Analysis
DMU Analysis or
Fitment Trial
Results –Failure
Verification
Results – Cost
Verification
Further Activities
Team Reflection
Business
opportunity
Critical to Quality
and Critical to
Process Chart
Team Charter
Project Timeline
SIPOC Diagram
TOP Down
Process
Functional
Deployment
Quick Wins
Define Measure Analyze Design Verify
42
The Analyze Phase deliverables of DMADV were approved by Project Sponsor and Project Champion .
With this the Measure Phase got executed by July 2015 as per the Project Timeline
Project Tollgate ..
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3. Solution/ Improvement Development
3.1 Possible solutions or Improvement.
3.2 Final Solutions or Improvements
3.3 Project Management Update.
24
We now move to the Design and Verify Phase of the Project which covers section 3 of
ASQ criteria which Focus on :
After Understanding the Root Cause , our Job was to find out the possible solutions & Finalize
The same .
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Design
Build QM competence | Application orientation | Spread QM | Build team culture | Quality a way of life
Brainstorming
Cause and Effect
Diagram
Cause-Effect
Matrix
Pareto Chart
Operational
Definition
Benchmarking &
Measurement
Data Measurement
Plan
Base line
measurement
CTQ Flow Down
Transfer Function
Y = f(x)
Hypothesis
Testing – One Way
Anova
1 Sample T Test
TRIZ (Contradict
problem solving
Technique)
Design Concepts
Pugh Matrix
Design FMEA
Interface Matrix
P diagram
DOE
CAE Analysis
DMU Analysis or
Fitment Trial
Results –Failure
Verification
Results – Cost
Verification
Further Activities
Team Reflection
Business
opportunity
Critical to Quality
and Critical to
Process Chart
Team Charter
Project Timeline
SIPOC Diagram
TOP Down
Process
Functional
Deployment
Quick Wins
Define Measure Analyze Design Verify
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Design Phase
Generate
and select
concepts
Conduct
Design FMEA
Optimize
Design
Make design robust
Optimize solution
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What Methods and or /Tools were used to identify the possible solution(s)/
Improvement ?? 3.1.1.a TEAM
CATALYST
Design
3.1.1.b How was the Team prepared to use these Methods and or Tools ??
Benchmark Tool helped us in understanding what is the
Best in Class configuration in Market
Design Concepts
Innovative Ideas for New Design concepts
based on the systems Relation.
TRIZ Innovative IDEA Tool relating the real Life
problem to simplified Principles which are
proved globally.
Why were these Tools Selected ?? 3.1.1.c
Data shared by
Benchmark
Team
Training with
System Center of
Excellence
Training by MIQ
TOOLS(4.1.1.a) Why Selected(4.1.1.c) Team Preparedness(4.1.1.b)
Team had converged on these Three Tools . These Analyze Tools have been Explained in coming slides.
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What Data was generated and how were the Data analyzed to identify
Solutions , Improvement(s) ?? 3.1.2.a TEAM
CATALYST
Design
For Utilization of the Tools , following Data were collected :
1. Benchmark Vehicles(Domestic) – Exhaust Tail Pipe Bend Radius / Pipe Thickness
2. Relative Case Study on how to apply these TRIZ principles.
3. Engineering Relation /Calculations in defining the Exhaust System Routing .
4. Global Benchmark from Website A2MAC1.
Tail Pipe - Benchmarking &
Measurement(Higher End Pick Up)
Project/
Platform
Tail Pipe
diameter
(mm)
Bend
Radius
(mm)
U215 60 90
U220 60 90
BOLERO 60 135
SCORPIO 60 100 (Min)
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Tail Pipe - Benchmarking & Measurement
Vehicle
Muffler
Volume
(M3)
Times
greater
than
engine cc Volume
Engine
cc
Back
pressure
Exhaust
port
ID (mm)
Front Pipe
Diameter
(mm)
Tail Pipe
Diameter
(mm)
Length of
front
pipe from
muffler
(mm)
Length
of tail
pipe
from
muffler
(mm)
Length
of
system
(mm)
ACE
78.5 11.21 V=3.14/4*20
0*125*400 702 21.3 28
ID : 41.5
OD : 44.5
ID : 41.5
OD : 44.5 1000 500 2500
MINIDOR 40.18 8.052
V=3.14/4*17
5*75*390 499 - -
ID : 32
OD : 34
ID : 31
OD : 33 - - -
ALFA 30.42 7.7
V=3.14*55*5
5*320 395 43 -
ID : 31
OD : 35
ID : 28
OD : 32 180 125 600
CHAMPION 35.32 6.93
V=3.14*50*5
0*450 510 - -
ID : 31
OD : 35
ID : 29
OD : 33 750 100 1300
MAX
PICKUP
361.73 11.3 V=3.14/4*20
0*120*480 3200 - -
ID : 50
OD : 54
ID : 47.5
OD : 51.5 - - -
BOLERO
PICKUP
361.73 11.3 V=3.14/4*20
0*120*480 3200 - 46
ID : 52
OD : 56
ID : 47.5
OD : 51.5 1895 1300 3700
PIAGGIO
PORTER - - - - - -
ID : 41
OD : 45
ID : 34
OD : 38 - - -
59 87
ID – Inside Diameter , OD – Outer Diameter of Pipe
Build QM competence | Application orientation | Spread QM | Build team culture | Quality a way of life
TRIZ(Contradict problem solving Technique..)
Principle 20 : Continuity of Useful action
Benchmark and Lessons Learnt from Other Platforms.
Principle 35 : Parameter Changes
Changes in Tail Pipe Radii and Tail Pipe Thickness.
Principle 10 : Preliminary Action
Simplification of design
Principle 19 : Periodic Action
Eliminated with Daily check of the Thickness & Radius Parameters in both Shift
In all the prepared options care must be taken to make Design
change within Package Boundary Design Envelope. Design Modification should be
easy for Assembly and Service.
61
TailPipe Failure = F( Package Boundary Envelope , Pipe Profile )
Contradiction = Package Boundary Envelope VS Pipe Profile
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TRIZ (Contradict problem solving
Technique)
• Design = F(Simple, Tail Pipe Radius Increase)
• Manufacturability = F (Commonality with existing Production )
• Measure = (Thickness , Radius)
TailPipe Failure = F( Package Boundary Envelope , Pipe Profile )
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Design Concepts Generated
Concept 1 In existing Engineering ,Increase the Tail Pipe Radius from R80 to R100
Concept 2
Existing : Current Engineering is with Integrated Tail Pipe Type of Tail Pipe.
Proposed : Split Type of Tail Pipe with Flange Bolted Concept. The Flange can
be taken as Carryover from Existing Production Vehicles such as BOLERO ,
SCORPIO.
Concept 3 Increase the Tail Pipe Radius from 44.5 mm to
60mm (which is Carryover from SCORPIO/ BOLERO)
Concept 4
Increase the Tail Pipe Radius from 44.5 mm to
60mm (which is Carryover from SCORPIO/ BOLERO) & Increase the Pipe
Radius to Next available Size.
63 90
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Transfer Function Y = f(x) Exhaust Tail Pipe
-Tail Pipe Bend = F(Bend Radius & Pipe Thickness)
EngineCC : 909
Power : 26BHP@3600RPM
Torque : 58NM@1800RPM
Max RPM : 3800
Rated RPM : 3600
No.of.cylinders 2NO OF SPEEDS 4
DRIVE 2WD
STROKE/BORE 80X79.7
NO OF STROKES 4
GVW 1815KG
VEHICLE TYPE LOAD CARRIER
MAX SPEED 70 KM/HR
WEIGHT TARGET OF
EXHAUST SYSTEM10kg
Valve throat dia(d) 29.5mm
Exhaust valve port dia 28.4mm
IVO 9 BTDC
IVC 35 ABDC
EVO 42 BBDC
EVC 10 ATDC
Primary pipe length(P) ASD2/1400d2
P (mm) 3.813239763 1143.971929
1.161417323 Valve throat dia(d) (in)
3.149606299 STROKE (S) (in)
3.137795276 BORE (D) (in)
232.000
Exhaust valve
opening period
in crank degree(A)
Front & Tail Pipe diameter(mm) Formula
Valve throat dia(d)=29.5mm
ID= d+(d / 8)
33.1875
Muffler volume(cc) Formula
15*Engine cc
11970
INPUT DATA
Exhaust valve
opening period
in crank degree(A)
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Transfer Function Y = f(x) Exhaust Tail Pipe
-Tail Pipe Bend = F(Bend Radius & Pipe Thickness)
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What were the Possible Solution(s) , Improvement (s)?? 3.1.2.b TEAM
CATALYST
Design
After Deployment of these Tools, following were the Major Solutions :
Based on the Design Concepts,TRIZ and Benchmark following Solutions were converged on :
1. As an Intermediate solution , going for a split Type Exhaust , where Exhaust Tail Pipe is SPLIT.
Incase of Failure , only that part will be replaced.
2. Going for complete New Design with bigger size Pipe of Exhaust Tail Pipe.
3. Going for increase in the Radius of the Tail Pipe.
What evidence showed that Solution /Improvement identified were
Possible instead of Final?? 3.1.2.c
3.1.2.C The above solutions were Feasible as per Following Evidences:
a. Engineering Feasibility on all the above 3 Ideas.
b. Radical shift in thinking for this Platform, thereby giving confidence to Management.
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What Methods and or /Tools were used to identify the Final
solution(s)/Improvement ?? 3.2.1.a TEAM
CATALYST
Design
3.2.1.b How was the Team prepared to use these Methods and or Tools ??
PUGH MATRIX Tool helped us in understanding the
Weightage of each Factor /concept
DOE
Tool helped us to identify how the Inputs
Parameter changes the Output /Type of
Relation
Design FMEA
Tool helped us to have the Failure Mode
anticipated for this Concept
Why were these Tools Selected ?? 3.2.1.c
Training by MIQ
Training by MIQ
Training by MIQ
TOOLS(3.2.1.a) Why Selected(3.2.1.c) Team Preparedness(3.2.1.b)
Team had converged on these Three Tools . These Analyze Tools have been Explained in coming slides.
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How were the Methods and or Tools used to determine
Final solutions , Improvements ??
3.2.2.a TEAM
CATALYST
Design
The Methods deployed are illustrated in the coming slides .
Based on process understanding, Ratings were allocated against Each criteria
Pugh Matrix Selecting the best proposal
PUGH MATRIX
Datum concept
Concept 1 Concept 2 Concept 3 Concept 4
Potential to Reduce Failure
+ + + +
Design Simplicity S S - -
Reliability + S S +
Ease of Servicing + + S -
Manufacturability S - - -
Cost of Feature + - - -
Sum (S) 2 2 2 0
Sum (+) 3 1 0 1
Sum (-) 0 2 2 3
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Build QM competence | Application orientation | Spread QM | Build team culture | Quality a way of life
B Diagram & P Diagram FMEA
SHIFT LEVER CHASSIS VACCUM HOSE ROUTING
SHIFT BRACKET WIRING HARNESS
PROPELLER
SHAFTBRAKE BUNDY
SUSPENSION CARGO
SPARE WHEEL REAR AXLE ASSY
FUEL TANK ASSY/Fuel
LinesTransmission
GSL cable/parking brake
cable
HEAT SHIELD ENGINE ASSY BODY
Physical touching / Contact
Material Exchange
Energy Transfer
Data Transfer (Signals)
Clearance needed
EXHAUST SYSTEM
a) Flange
b) Pipes & connections
c) Catcon
d) Flex Joint
e) Muffler
f) Isolators
g) Hangers
h) Tail Pipe
BOUNDARY DIAGRAM
Exhaust System
Piece to Piece Variation Customer usage/Abuse Component change over a period of time
a) Variation in Fuel tank mounting a) Removal of Catcon a) Isolator stiffness change
b) Pipe diameters & orientation angles b) Removal/modification of Muffler b) Flex joint Stiffness change
c) Welding variations c) Welding of Hangers directly to Chassis c) Degradation of Catalyst
d) Process/Assy variation d) Leakage through Welding over time
Environment
a) Air & temperature changes
b) Dust & rain
INPUTS Check PointsOutputs
(FunctionRequirements )Error States
Exhaust Gas RuleNote - Each output should be in a single box. Don’t
write all output in one biox
Note - Each error state should be in a single box.
Don’t write all error state in one biox
Heata) To direct & Take Exhaust gas out of the
vehicle in a direction governed by regulationNo transfer of exhaust gases
Partial transfer of exhaust gases due to
leakage/blockage
Maintaining exhaust back pressure within
limits
Not maintaining exhaust back pressure
within limits
Partially maintaining exhaust back
pressure within limits
Maintaining minimum ground clearanceNot maintaining minimum ground
clearance
Partially maintaining ground clerance
Corrosion free exhaust system Corrosion of exhaust system
maintain sufficient clearances from critical
parts such as propellar shaft, fuel tank(min 60
mm) ,fuel lines, axle
critical clearances not sufficient
maintain minimum rampover angle 20degrampover angle less than min
requirement
maintain minimum departure angle angle
20deg
departure angle less than min
requirement
To meet emission norms BS3 /BS4 Not meeting emission norms
Meeting only BS3 emission norms
Attenuate exhaust gas sound to acceptable
limit for the Category of the Vehicle
Not attenuating the Emission noise to
acceptable limits
Partial attenuating emissioon noise to
acceptable limits
Meets the NVH targets of Pass by Noise Not meeting Pass by noise targets
Partially meeting Pass by noise targets
Meets Warranty & Useful life Targets
Useful life - 250000 Kms
Warranty life - 100000 Kms/3yrs
Not meeting useful life/warranty life
targets
Partially meeting useful life/warranty
life targets
Prevent water and snow entry to the
exhaust system/ enginewater and snow entry
Catcon should not get clogged easily with
sulphur/ lead content in fuel
catcon gets easily clogged with
sulphur/ lead content
Should resist regular road debris/ stone
hitings
gets easily damaged/ cracked with
road debris
Fluid retentionLeakage through the tail pipe should be
with the allowed design limitexcessive exhaust fumes leakage
Ergonomics NA
Appearance NA
Packaging & shipping Dust entry to be prevented gets dusty
Easy to serviceEase of removal, fitment for replacement
of exhaust components
Difficult to remove and fit exhaust
componentsEasy tool access for tightening exhaust
componentstool acces is limited/ difficult
Design for Assembly Easy tool access Tool acces is limited/ difficult
Ease of assembly on linedifficult to assemble and increased
tack time
Design for ManufacturabilityPipe Bends/ Tube diameters must be
standard with standard
Expansion/Reduction
Non standard pipe sizes
a) Exhaust Tail pipe routings &
orientation
e) Flex joint length Diameter, location &
orientation
b) Proper selection of Catcon loading
& location of Catcon
f) Addition of heat shields on Catcon/Muffler
if required
c) Muffler type, Size, Number of
chambers selection
g) Maintain static & dynamic clearance with
all others interfacing aggregate systems
d) Isolator stiffness selection &
orientation of isolatorsh) Design for ease of Assy & Serviceability
i) Acceptable leakage value specification
j) Design for rust prevention
P Diagram
NOISE FACTORS
System interface
Emission level from Engine
Packaging of Fuel Tank & Routing of Fuel lines
Exhaust
System
Control Factors
Purpose of the product & its
design intent
Safety
Government Regulation
NVH targets
Warranty & Useful life targets
RWUP
68
How were the Methods and or Tools used to determine
Final solutions , Improvements ??
3.2.2.a
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DOE and DOE Plan Factor
Unit of
Measure Present
status Investigation
range
Nature of
Factor
(E/C/N)
level Operations
implication remarks
1 2
Tail Pipe Size mm 44.5 40 to 60 C 45 60 Manufacturing
constraint
Tail Pipe Bend Radius
mm 80 80 - 120 E 100 120 Can be done in same
set up.
Factors – Tail Pipe Bend Radius , Pipe diameter each at 2 levels
Response – CAE Stress (Structural).
Type of DOE – Full Factorial
Exhaust Tail Pipe
Factors Level Present status CAE Max. Von Misses
Stress(N/mm^2)
Tail Pipe Bend Radius 100mm 80
32.9
Tail Pipe Bend Radius 80mm 29.5
Pipe Radius 45mm 44.5
32.0
Pipe Radius 60mm 29.2
69
How were the Methods and or Tools used to determine
Final solutions , Improvements ??
3.2.2.a
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10-1-2-3
99
95
90
80
70
60
50
40
30
20
10
5
1
Effect
Perc
ent
A Tail P ipe Bend Radius
B P ipe Radius
Factor Name
Not Significant
Significant
Effect Type
A
Normal Plot of the Effects(response is CAE Stress, Alpha = 0.05)
Lenth's PSE = 0.217742
DOE – Normal Plot
70
B
AB
A
3.53.02.52.01.51.00.50.0
Te
rm
Effect
2.767
A Tail P ipe Bend Radius
B P ipe Radius
Factor Name
Pareto Chart of the Effects(response is CAE Stress, Alpha = 0.05)
Lenth's PSE = 0.217742
How were the Methods and or Tools used to determine
Final solutions , Improvements ??
3.2.2.a
DOE – Pareto Chart
98
Tail Pipe Bend Radius is significant because it’s p-value is less
than the α of 0.05.
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DOE – Trial Plan /Design
73
DOE – Main Effect & Interaction Effect
How were the Methods and or Tools used to determine
Final solutions , Improvements ??
3.2.2.a
99
Bend Radius of the Tail Pipe have significant
Effect on the CAE Stress
Build QM competence | Application orientation | Spread QM | Build team culture | Quality a way of life
What were Final solutions , Improvements??
3.2.2.b TEAM
CATALYST
Design
For Utilization of the Tools , following Data were collected :
1. The Solution coming out of the Study was to increase the BEND RADIUS (As a significant
Factor).
2. This Solution was evolved out of all the other alternate options from our DESIGN Tools
(DOE, PUGH MATRIX & DFMEA).
3. It was clearly proved after the DOE only that the Bend Pipe Radius had significant contribution
into the Pipe Stress than the Pipe Thickness /Pipe Diameter.
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How were the Final Solution(s) , Improvement (s)Validated?? 3.2.3.a TEAM
CATALYST
Design
After Deployment of these Tools, following were steps were taken :
1. The Team went for some Preliminary Field Evaluation Units before Implementation.
2. 10 No's of Exhaust were made with this configuration .
3. The Field Evaluation Units gave the Team the Confidence in the solution.
What evidence showed that Solution /Improvement was
performed prior to Implementation?? 3.2.3.b
Mail from PLANT VEHICLE TEAM
On the Improvement observed in Field.
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What additional potential Benefits were anticipated from the final
Solution (s)/Improvements ?? 3.2.4.a TEAM
CATALYST
Design
Additional Potential Benefits :
1. With this the Stress on the Front End Part of the Tail Pipe (ie Muffler) and the Rear End
Fitted Muffler is reduced. This extends the Life of the Muffler and the Insulator.
2. With this Radius Increase , there is Marginal Increase in the Gap between the Tail Pipe
and the Rear Axle (Giving more Overload Protection).
3. This Additional Potential Benefits are not anticipated prior to this Implementation.
Were the additional potential Benefits anticipated
Prior to Implementation?? 3.2.4.b
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What data was generated and how was the data analyzed to justify
the final Solution (s)/Improvements to be Implemented ?? 3.2.5.a TEAM
CATALYST
Design
What evidence showed that Justification was performed
prior to Implementation ?? 3.2.5.b
Final Solution
Field Unit Trial
Feedback
Reference
BenchMark
Justified
for
Impleme
ntation
DESIGN
PHASE
Structural
Analysis
Validation
VERIFY PHASE
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During all the Phases of DMADV , based on the Learnings and Findings , deliverables & schedule were
reviewed.
During Analyze Phase , there were no change in the Project Scope /Schedule change , but we had updated
Field Vehicle with Modified units to expedite the Feedback & Confidence . This Rigorous work helped us in
Meeting the Schedule.
How was the correctness of the Initial Project scope,
deliverables and Timing Verified ? ?(Or what changes were made). 3.3.1.a TEAM
CATALYST
Design
Correctness of the Project ensured. Whatever Tools Planned were used.
Deliverables were as per the Requirement .
No Scope Change No Time Deviation
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.
How were Stakeholders involved (or) communicated on the
Root Cause /Opportunity and Improvement Phase of the Project?? 3.3.1.b TEAM
CATALYST
Design
Project Lead
/Champion Stake Holders
1. Weekly Review Meetings were conducted by Teleconferencing or by Video Conferencing .
2. In the DESIGN Phase , the Project Team visits to CAE Team.
3. Conflicts Issues were resolved by Verbal discussions than by exchanging Mails as per the
Protocol agreed within Team.
4. Respective Stake Holders were involved in Review , Validation and Approval Mechanism
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.
What Stake Holder Resistance was identified or addressed
In this Phase of the Project?? 3.3.1.c TEAM
CATALYST
Design
Enclosed Graph
was a applicable
to our Team
1. No Resistance from any of the Team Stake Holders during the DESIGN Phase.
2. MIQ Team supported with TRIZ Knowledge sharing to all Cross Functional Team.
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.
How was the appropriateness of the initial Team Membership and
Management routines confirmed(or what changes were made??) 3.3.1.d TEAM
CATALYST
Design
1. Appropriateness of the Initial Team Membership and Management Routines were ensured by conducting
Weekly Review Meetings.
The Weekly Review Meetings were focusing on the following :
1.1 Timeline
1.2 Deliverable.
1.3 Resource Constraint. ( Continuous Monitoring and Tracking was done in case of the System Resource)
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Build QM competence | Application orientation | Spread QM | Build team culture | Quality a way of life Build QM competence | Application orientation | Spread QM | Build team culture | Quality a way of life
Brainstorming
Cause and Effect
Diagram
Cause-Effect
Matrix
Pareto Chart
Operational
Definition
Benchmarking &
Measurement
Data Measurement
Plan
Base line
measurement
CTQ Flow Down
Transfer Function
Y = f(x)
Hypothesis
Testing – One Way
Anova
1 Sample T Test
TRIZ (Contradict
problem solving
Technique)
Design Concepts
Pugh Matrix
Design FMEA
Interface Matrix
P diagram
DOE
CAE Analysis
DMU Analysis or
Fitment Trial
Results –Failure
Verification
Results – Cost
Verification
Further Activities
Team Reflection
Business
opportunity
Critical to Quality
and Critical to
Process Chart
Team Charter
Project Timeline
SIPOC Diagram
TOP Down
Process
Functional
Deployment
Quick Wins
Define Measure Analyze Design Verify
42
The Measure Phase deliverables of DMADV were approved by Project Sponsor and Project Champion .
With this the Measure Phase got executed by Aug 2015 as per the Project Timeline
Project Tollgate ..
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Verify Phase
Evaluate reliability Evaluate design Transfer to Production
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CAE ANALYSIS – SUPPLIER
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CAE ANALYSIS - SUPPLIER
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CAE ANALYSIS-Different Loading
80
OBSERVATION :
RED ZONE is HIGH STRESS ZONE.
With Radius Increase , BAND and Intensity of RED ZONE reduced.
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CAE ANALYSIS-OBSERVATION
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Final Design –Fitment Trial & Part Cost Impact.
1. Proper Identification made for Trial
2. Samples supplied are with Inspection Report
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Cost IMPACT ZERO. Part Cost was
negotiated
Between M&M /
Supplier and settled
With Zero Cost
Impact.
This was again a result
Of Colloborative
Team Effort .
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Team Reflection
Tangible Intangible
Enhancement of awareness for individual by-Accepting no
limit to gather and share of Six Sigma Tools knowledge New edge to Innovation and creativity
Huge Reduction in the Warranty Cost Team understood this Tool also as a
Cost Reduction.
Inculcation of Quality Practices in PU Team's Morale Uplift
Recognition of Team & Individual Talents in entire Sector Positive Energy through participation
& recognition
Drive for Quality Way Point Leadership promotion in Team
Exploration of New Aspects of Quality in our Product &
Services
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Build QM competence | Application orientation | Spread QM | Build team culture | Quality a way of life Build QM competence | Application orientation | Spread QM | Build team culture | Quality a way of life
Brainstorming
Cause and Effect
Diagram
Cause-Effect
Matrix
Pareto Chart
Operational
Definition
Benchmarking &
Measurement
Data Measurement
Plan
Base line
measurement
CTQ Flow Down
Transfer Function
Y = f(x)
Hypothesis
Testing – One Way
Anova
1 Sample T Test
TRIZ (Contradict
problem solving
Technique)
Design Concepts
Pugh Matrix
Design FMEA
Interface Matrix
P diagram
DOE
CAE Analysis
DMU Analysis or
Fitment Trial
Results –Failure
Verification
Results – Cost
Verification
Further Activities
Team Reflection
Business
opportunity
Critical to Quality
and Critical to
Process Chart
Team Charter
Project Timeline
SIPOC Diagram
TOP Down
Process
Functional
Deployment
Quick Wins
Define Measure Analyze Design Verify
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The Verify Phase deliverables of DMADV were approved by Project Sponsor and Project Champion
. With this the Verify Phase as per the Project Timeline
Project Tollgate ..
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4. Implementation and Results Verification
4.1 Stakeholders consideration.
4.2Solutions Implementation.
4.3 Project Results
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We now move to Implementation of the Project which covers section 4 of
ASQ criteria which Focus on :
Effective Planning Execution , communication.
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Implementation Process for this change Implementation ?? TEAM
CATALYST
Implementation
Following is the Process followed for Implementation .
Samples Readiness from
supplier Fitment Trial
ECN(Engineering
Change Number )
Implementation
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INVESTMENT
OBSERVATION:
1.07LACS INR FOR
TOOLING
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(ECN)Engineering Change Implementation
OBSERVATION: (Based on Field Unit Feedback , Fitment Trials )
ECN - 3310 –EN-MA01 -000071 Dated 27th Aug 2015 was released and Implemented with this
change
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How were the Stake Holders involved in planning the
Solution/Improvement Implementation?? 4.1.1.a TEAM
CATALYST
Implementation
Following activities were Planned by Stake Holders for the Implementation:
1. Discussion with Supplier for the Samples – Development Team
2. Confirmation of the Samples availability Date to Plant Team for Trial – Development Team.
3. Allocation of Vehicle for the Trial - Production
4. Cross Function Team Meet after the Fitment Trial – Black Belt.
5. Sign off on the sheet for Implementation – Black Belt.
6. The above 5 processes were reviewed on Weekly Basis till Implementation – Black Belt
7. Plan for existing Material availability (with Old Design ) – Production Planning Control.
8. Information to Service on the Trial – Service
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How were the Stake Holders involved in Implementing the
Solution/Improvement ?? 4.1.1.b TEAM
CATALYST
Implementation
Following activities were executed for the Implementation:
1. Every Alternate review with supplier for Samples – Development Team.
2. Travel Plan for Design Team from Chennai to Pune – System & Black Belt
3. Sharing Presentation on Detail of changes to Team – Black Belt
4. Informing Senior Management on the Implementation – Black Belt
5. Budget Approval Sanctioning – Sponsor.
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What was done to anticipate resistance before it occurred ?? 4.1.2.a TEAM
CATALYST
Implementation
Following activities were done for Mitigating the Resistance for the Implementation:
Resistance anticipated from :
1. Plant Work Manpower on the
change
2. Supplier Part Delivery on Time
3. Cost Impact Approval for
Implementation
Action Plan :
1. Presentation shared to all Production
Leads. Training Planned to be given to
them
2. Colloborative Interaction and Tracking
with Supplier to avoid last Minute
Delay in Implementation.
3. Ensured that Cost Impact is NIL while
only Investment was there for Tooling.
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What type of resistance were encountered during the Course of
Implementation of Solution 4.1.2.b TEAM
CATALYST
Implementation
How was the actual resistance identified?? 4.1.2.c
How was the actual resistance addressed?? 4.1.3.a
1.Resistance
from Manpower
on Production
Line
1. Change
Details
conveyed to
Production
Resistance from
Supplier on the
Cut Off for
Implementation
Available
Material (Old
Design to be
used for
Service
Replacement)
These Two resistance was faced and action
Plan done accordingly.
During Implementation the Cross Functional
Team displayed positive attitude.
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What was the evidence of Buy in from Stake Holder?? 4.1.4.a TEAM
CATALYST
Implementation
The Sign Off on the Implementation marked the evidence of Buy in from Stake Holder.
The Supplier Part Warrant report sign Off confirmed that Part had been confirmed for Production .
What was the evidence of Buy in from Stake Holder prior to
Implementation ?? 4.1.4.b
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How did the Team know it was successful in
addressing the resistance ?? 4.1.3.b TEAM
CATALYST
Implementation
Following were the Achievements made during this /By this Improvement Implementation:
1. No Line Stoppage on the
Day of Trial.
2. No Fitment Concern Raised
by any Cross Functional
Team.
3. Proof from the Field Data ,
that the 3MIS clearly
showed the reduced Failure
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What process / systems were changed to changed /created to
Implement the solution Improvement ?? 4.2.1.a TEAM
CATALYST
Implementation
Following were changed /Created in system for Implementing /Measure and Manage the change
1. Drawing Updated for enabling the Release Change.
2. CAE Analysis Report released for the Team.
3. The Bending Fixture @ Supplier End were Changed for accommodating the Modification.
What process / systems were changed to measure and
manage the Performance of the solution Improvement ?? 4.2.1.b
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Additional Benefit.
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How do the Team Measure any additional Benefit that were soft?? 4.3.2.b TEAM
CATALYST
How do the actual additional benefits that were compared to the
Expected additional benefits mentioned in 3.2.4?? 4.3.2.c
1. Above table shows the Benefit Team had obtained in additional to resolving the Problem.
2. The Major contribution was the Comprehensive Understanding of the Methodology in DFSS by the Team .
3. The Could be Better Category were taken as Measure of the Benefits. Gaps identified were taken as Improvements.
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5.Presevation and Stake Holder
communication
5.1 Sustaining Results over Time
5.2 communication of Results.
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Field Failure Reduction Post Implementation , Failure has reduced. Design Control Plan developed.
Process Control Plan and Monitoring Frequency Interval Increased.
Front loading of the concept implemented across M&M Platform.
OBSERVATION:
BELOW MAIL FROM PLANT VEHICLE TEAM ON THE REDUCED FAILURE POST IMPLEMENTATION
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what was done to make sure that process /system changes
Made during Implementation , continued to be followed?? 5.1.1 .a
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PROCESS STABILITY POST IMPLEMENTATION
1.641.621.601.581.56
LSL Target USL
Total N 68
Subgroup size 2
Mean 1.5976
StDev (overall) 0.010526
StDev (within) 0.0084637
Process Characterization
Cp 1.97
Cpk 1.88
Z.Bench 5.62
% Out of spec (expected) 0.00
PPM (DPMO) (expected) 0
Actual (overall)
Pp 1.58
Ppk 1.51
Z.Bench 4.50
% Out of spec (observed) 0.00
% Out of spec (expected) 0.00
PPM (DPMO) (observed) 0
PPM (DPMO) (expected) 3
Potential (within)
Capability Statistics
Actual (overall) capability is what the customer experiences.
shifts and drifts were eliminated.
Potential (within) capability is what could be achieved if process
Capability Analysis
Process Performance Report
Capability Histogram
Are the data inside the limits and close to the target?
OBSERVATION:
Process Variation reduced..
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The Parameters under control improved and Variation reduced.
(Post Implementation –Cp & Cpk Improved)
what evidence showed that this became part of the
Organization's culture /Strategy??
What were results of Process Capability ??
5.1.1 .b
(4.3.1.a)
TEAM
CATALYST
1.641.621.601.581.56
LSL Target USL
Total N 68
Subgroup size 2
Mean 1.5976
StDev (overall) 0.010526
StDev (within) 0.0084637
Process Characterization
Cp 1.97
Cpk 1.88
Z.Bench 5.62
% Out of spec (expected) 0.00
PPM (DPMO) (expected) 0
Actual (overall)
Pp 1.58
Ppk 1.51
Z.Bench 4.50
% Out of spec (observed) 0.00
% Out of spec (expected) 0.00
PPM (DPMO) (observed) 0
PPM (DPMO) (expected) 3
Potential (within)
Capability Statistics
Actual (overall) capability is what the customer experiences.
shifts and drifts were eliminated.
Potential (within) capability is what could be achieved if process
Capability Analysis
Process Performance Report
Capability Histogram
Are the data inside the limits and close to the target?
Drastic Reduction in Failures
Drastic Reduction in
Warranty Cost
(4.3.1.b) How did the results compared to specific
goal/objective from item 2.1.1 ??
INR2CRORE to INR16.0LAC
(With More improved Design in
Production ,Zero Cost was only
Days Far away).
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Project Closure:
Appreciation on the Mail communication from Senior Management
(Plant Quality Head) on the addressal of the Field concern.
The Post Implementation 3MIS Data was much appreciated and was the Milestone
Achieved .
How did the Team communicate on the results to the
Various stake holders groups?? 5.2.1 .a TEAM
CATALYST
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Sustainability and Deployment
.
The Learnings in this whole Process were applied to New Project
& recently Launched Platform “ SUPRO Minivan”.
1.Exhaust Failures pertaining to Tail Pipe not reported till Date from Field in SUPRO VAN
2.The Process have been shared to all related System Design Teams for Front Loading in
Design .
3.Design Guideline released for the same .
What was done to make sure that benefits from
implementation (4.2.1) were maintained?? 5.1.2.2 TEAM CATALYST
What evidence show that this had become
Part of the Operation culture /strategy?? 5.2.1 .b
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Project Name REDUCTION IN EXHAUST TAIL PIPE FAILURE IN MAXXIMO MINIVAN
Black Belt Pradeep Chandrasekaran Financial Benefits By systematic work done by DMADV approach, Targeted Reduction of
Exhaust Tail Pipe Assy Failure of Minivan by optimizing the the Tail Pipe
Bend .
The following benefits we got from the project
1. Arriving @ the Optimized Solution with least Investment and No Cost
Impact.
2. Validation of the Measurement Process @ supplier by Gauge R&R.
3. Application of TRIZ in eliminating & arriving @ the Feasible causes with Out
of Box Thinking.
4. DOE application.
5. Huge Reduction in the Warranty Cost.
Approvals Signature
Mentor Name Rohit Pathak
Date 30.1.16
Champion Name Rajendra Pai
Date 30.1.16
Finance Name Avesh Raut / Nitin Mahajan
Date 30.1.16
6. Overall Presentation and Summary
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ROAD AHEAD…..
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Thanks to M&M and MIQ
Looking forward further……