Bb Wk1 360 Corp 6Panel Trng Manual

8/22/2019 Bb Wk1 360 Corp 6Panel Trng Manual

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Black Belt Training Ford Proprietary

Copyright © 2005-2006, Ford Motor Company – All Rights Reserved

6 Panel Training Manual




Black Belt Training Slide: 1

6-PANEL

Training Manual

The controlled copies of the Corporate 6-PANEL Training Manual, Template, and Example files are located at:

http://www.6-sigma.ford.com/corporate/sixPanelInfo.htm









6-Panel = Standard “executive summary” format,

a problem solving story of your logical thinking process.

1) Assist problem solving teams with a template to assure data driven decision are

made in the problem solving process, ensuring robustness of the resolution.

2) Each DMAIC+R phase is comprised of “Key Questions” which emphasize the

critical few requirements of any logical problem solving process.

3) The Key Questions are standardized to the Global Ford Procedure, which

includes elements of G8D: FAP07-004: Corrective & Preventive Actions

4) Flexible enough to be used by all business units or suppliers.

5) Simplified and consistent communication to management in a concise way.

- In a high level management report out, use only the six summary panels.- For a team or quarterback deep dive, use additional slides.

6) Quality Leadership behaviors are improved by encouraging management and

problem solving teams to ask the right questions.

Definition





Quality Operating Process

Adopted into NAPD and VO QOS

Quality Leadership Initiative

Technical employees engaged at

VQRs and PDQRs

Improves Green Belt utilization

Quality Toolsets (6-Sigma, G8D)

DMAIC+R is the foundation

Containment added

Intensify Communication

The 6-Panel is a story aboutthe logical thinking process

Grasps the Situation with facts / data

Reviews are simple and consistent

Improve Working Process

Standardizes the problem solving

process and language

Cadence set at VQRs and PDQRs

Strategic Intent





Within the Global QOS – the

“Corrective and Preventive Actions” procedure wasdesigned to guide problemsolving teams through adata-driven DMAIC+R process.

Answering the “Key Questions” to the left will help guide teamsthrough their problem solvingreport-out to management. To encourage your organization tocommunicate in a common robust problemsolving language, disseminate your own 3x5 “Key Questions” Cards. Visit the 6-Panel website at:

Panel Requirements

Define: What is the Voice of the Customer and how does it link to your

business objectives (Safety, Quality, Delivery, Cost, etc.)?What is important to the customer? CTQ (Critical to Quality)?

Which Outputs (Ys) affect CTQ most?

What is: The defect? Cost of poor quality? Scope? Goal?

Do you have Management Support & a Cross-Functional Team?

Measure: Which Factors (Xs) seem to affect Outputs (Ys) most?

Is your ability to measure/detect "Good Enough“ (MSA)?

Is your process stable and in control?

What is your current process performance (capability)?

What actions are taken to protect the customer (containment)?Have escape points been identified?

Analyze: Which Factors (Xs) affect the Outputs (Ys) most (with data)?

How many samples do you need to draw conclusions?

What level of confidence do you have in your conclusions?

Improve: What is the optimal Y=f(X) solution?

What is the proof that the solution works? How many trials?What is the work plan to implement and validate the solution?

Control: Can you demonstrate the improvement is sustainable over time?

Is the process in control? How do you keep it that way?

Replicate: Who else at Ford can benefit from the project findings?

What has been done to update the corporate knowledge?

(Six months later…) Is the improvement sustained?

Corrective and Preventive Actions










Title & Number Of Project

Note: from the web page, right click on this link,

then click, “Save Target As…” to save this template to disk.

6-PANEL

Project Leader:

Project Champion:Commodity Manager: (if applicable, or different than Champion)

Process Owner:

Organization: (Veh Prog, VO, etc.)

Project Location: (Dearborn Truck Plant, Pacheco, etc.)

Project Completion Date: (indicate if actual or scheduled)





PROJECT CLASSIFICATION:SAQ, QSF, High Mileage, etc.

DEFINE VOICE OF THE CUSTOMER

D M A I C R

TREND CHARTS and BREAKDOWN OF ISSUE:

Scoping Pareto of

Customer Defects

VOICE OF THE CUSTOMER:

CTQ STATEMENT (Customer Requirement):

DEFECT DEFINITION for Y (Objective Metric):

COST OF POOR QUALITY:

PROBLEM STATEMENT, SCOPE, AND GOAL

Customer Functional Area NameBusiness Unit Name

Vehicle Name & Model Year or Product / Process Name Part / Process Name & Number

Y=f(x) CASCADE:

Define: What is the Voice of the Customer andhow does it link to your business objectives(Safety, Quality, Delivery, Cost, etc.)?

What is important to the customer?CTQ (Critical to Quality)?

Which Outputs (Ys) affect CTQ most?What is: The defect? Cost of poor quality?Scope? Goal?

Do you have Management Support and aCross-Functional Team?






MEASURE CTQ (y) CAPABILITY

D M A I C R

Process ElementsElement OK A

Investigating B

Element Not Capable C

Element Removed D

MSA & Process Capability:

Engineering TestRequirement

test name spec Gage R&R = XX % Study

Baseline Capability (Date):

• DPMO = XXX,XXX

• Cpk = X.XX (note: short term??)

Cause & Effect Diagram w/ Ranking:

CONTAINMENT (state reasoning if not required): Process Owner Date Before Data After Data

State action name mm/dd/yy X.XX Cpk X.XX Cpk

• details

• details

Measure: Which Factors (Xs) seem to affect Outputs (Ys) most?

Is your ability to measure/detect “Good Enough” (MSA)?

Is your process stable and in control?

What is your current process performance (capability)?

What actions are taken to protect the customer (containment)?Have escape points been identified?






ANALYZE y=f(x)

D M A I C R

Analyze: Which Factors (Xs) affect the Outputs (Ys)

most (with data)?

How many samples do you need to drawconclusions?

What level of confidence do you have inyour conclusions?






IMPROVE y=f(x)

D M A I C R

Improve: What is the optimal Y=f(X) solution? Againstwhich noise factors?

What is the proof that the solution works? Howmany trials?

What is the work plan to implement and validate the solution?






CONTROL X’s

D M A I C R

Control: Can you demonstrate the improvementis sustainable over time?

Is the process in control?

How do you keep it that way?






REPLICATION (who else across Ford Motor Company could benefit?):

Key Actions Is this Replicable? If Yes, Where? Responsibility

Note: Recommend initiating Global Corporate Learning E Tracker and complete Prevent Action Health Chart to assure replication AND corporate memory is

updated and critical x’s are replicated in current and future models. http://www.etracker.ford.com/apps/AddIssues/AddIssue.asp?ProjectID=GCORPLRN

UPDATES TO CORPORATE KNOWLEDGE BASE (who else across Ford Motor Company could benefit?):

Core Book Change Made Owner Agree? Document / E Tracker # Completed

Requirements (SDS/VDS: Trustmark, GAP, Spec.)

Foundation FMEAs CETP

GPDS

MDS

LQOS

Other (Specify):List available at web link: http://www.quality.ford.com/warranty/html/gcl_pr.htm

PROJECT END – PROOF OF SUSTAINMENT:

Replicate: Who else at Ford can benefit from the project

findings?

What has been done to update the corporateknowledge?

(Six months later…) Is the improvement

sustained?


By signing this document, I agree that the project has been completed and that thedesign requirements / process standards have been implemented as declared above.

Project Leader Name……………………………..Signed…..……….…..…..Date…………

Project Leader & Commodity / Process Owner (LL5) Sign-off:

Commodity Manager (LL5)………………………Signed…………..……..…Date….……..

Process Owner (LL5)………………..……………Signed…………..……..…Date….……..

REPLICATE

D M A I C R

http://www.quality.ford.com/warranty/html/gcl_pr.htm

http://www.etracker.ford.com/apps/AddIssues/AddIssue.asp?ProjectID=GCORPLRN





Visit the corporate 6-Sigma website to

view complete 6-Panel examples

6-PANEL





Panel by Panel Requirements

6-PANEL





D M A I C R

6-PANEL Header:

Identify VRT to CCC cascade of the issue in the header. The following generic fields are listed to identify

project ownership (business unit), the customer, affected vehicle, process, and/or part number.

Please note: The header “VRT / VFG / CCC” information along with the footer “Project Number / BB

Name” information must be updated on the SLIDE MASTER. Goto “View” then “Master” then “Slide

Master” to make these changes.

Customer VFG Team / Functional Area NameVRT / Business Unit Name

Vehicle Name & Model Year / Product Name Part / Process Name & Number

CCC: L66 – Exhaust System TroublesVFG: V44 – Mechanical MalfunctionVRT: Powertrain / Fuel

VEHICLE: 2001 Taurus / Sable PART: 5230 Muffler

Manufacturing / Technical Example:

Transactional Example:

Ford Motor Company PlantsGlobal CustomsMP&L

Global Customs and Trade Process 9801 Duty Preference Program





D M A I C R

DEFINE PANEL (Minimum requirements):

1) Identify the Project Classification (Safety, Quality, Deliver, Cost…) objectives. Typical quality

classifications will be based upon the Single Agenda for Quality data (both low time in service, 3 MIS,

and high time in service, 3 YIS) from GQRS and Warranty. Include total annual warranty spending andJD Power data if available. In addition, use internal data indicators to help identify the concern including

Best In Class (BIC) and Best In Ford (BIF) data to address customer concerns.

2) Trend Charts and Breakdown of Issue (Internal or External trends, and graphical quantification and

pareto formulates a means of prioritizing and help reflect the teams understanding of the major

components making up the concern.) Data trend charts over time help define the severity of customer

concerns. Data trend charts over time should include annotative updates. If needed, add backup slides.

3) Y=f(x) Cascade (High level Y=f(x) cascade should communicate the scope of the project).

4) CTQ (Critical to Quality) Statement - identifies customer requirements / expectations.

5) Defect Definition of Key Process Output Variable (KPOV or Y) in the form of an objective metric.

6) Cost of Poor Quality (Cost of the Problem includes all external and internal costs, TGW, Total Warranty

Spending and Unexpended Warranty, labor & overhead, etc.)

7) Problem Statement (include scope and goal)

Additional Tools: (add slide(s) to capture backup Define material)

• Process Mapping (As Is), SIPOC, Is-Is Not Analysis

• Unexpended Warranty Calculations, TGW Verbatim Analysis, QFD, etc.

Voice of Customer data sources: (goto http://www.quality.ford.com )

• Warranty and GQRS Data Cubes

http://www.quality.ford.com/

http://www.quality.ford.com/





D M A I C R

MEASURE PANEL (Minimum requirements):

1) Fishbone (Cause & Effect Diagram). Identify the key process input variables (KPIV or Xs) that affect

your KPOV (Y) most (display ranking). (This is the first stage of root cause analysis, in the analyze

phase you will validate the root cause with data).

2) MSA – Measurement System Analysis. Validate the Measurement System for your KPOV (Y), Gage

R&R stated as % Study. (May be needed for both Ys and Xs performed in other stages of the project.)

3) Determine the Baseline Process Capability of your KPOV (Y). Is the process stable and in control?

4) Containment Plan - state actions taken to protect the customer, including statistical evidence validating

action (before and after data). If containment is not needed, state why.

While the team is working on permanent solution, containment actions are required to protect thecustomer 100%. Example of actions include Stop-ship, 100% inspection, Quarantine stock, QR’s

supplier. Use additional slides with visual aids to this panel to drive home your containment resolutions.

Effectiveness of containment actions must be shown with Before and After indicator.

Containment Plans should include:

1. Metric/Indicator that is used to find the issue at: (a) Supplier facility, before shipping to Ford facility,

(b) Assembly plant, before shipping to customers.

2. Before and after statistical data evidence showing the issue is contained (Cpk, defect rate, etc)

Additional Tools: (add slide(s) to capture backup Measure material)

• Cause & Effect Matrix

• P-Diagram – see “PUCT” examples: http://www.redpepr.ford.com/

• PFMEA and/or DFMEA - http://www.quality.ford.com/cpar/fmea/home.htm

• SPC (Control Charts), Normality Assumption

• Rolled Throughput Yield

http://www.redpepr.ford.com/

http://www.quality.ford.com/cpar/fmea/home.htm

http://www.quality.ford.com/cpar/fmea/home.htm






D M A I C R

ANALYZE PANEL (Minimum requirements):

1) Which Factors (Xs) affect the Outputs (Ys) most (with data)?

This slide should use data to indicate which Xs are critical or which Xs ARE NOT critical.2) How many samples do you need to draw conclusions?

3) What level of confidence do you have in your conclusions?

Additional Tools: (add slide(s) to capture backup Analyze material)

• Graphical Analysis & Hypothesis Testing

• Regression Analysis

• Correlation Analysis

• Process FMEA

• P-Diagram

• Contribution Analysis

• Multi-vari studies

• Shainin Analysis





D M A I C R

IMPROVE PANEL (Minimum requirements):

1) What is the optimal Y=f(x) solution?

2) How was optimal solution verified? (Statistical proof that the solution works.) How many trials?3) Key actions taken and work plan to improve. Work plan must include:

a. Permanent/Interim actions,

b. Sample size,

c. Next steps if trial is successful,

d. Next steps if trial is NOT successful,

e. Part availability if trial is successful,

f. Additional actions pending.

4) Validation of fix after implementation.

Before and after process capability of Y, showing variable data histograms, attribute data, etc.

Additional Tools: (add slide(s) to capture backup Improve material)

• Design of Experiments (Main Effect & Interaction Plots, ANOVA Tables)

• Regression Analysis

• Correlation Analysis

• Hypothesis Testing

• Cost / Benefit Analysis

• Process Mapping (should be)

6 P l T i i M l





D M A I C R

CONTROL PANEL (Minimum requirements):

1) Graphical or analytical proof demonstrating the improvement is sustainable over time.

2) Is the process in control? (SPC Charts)

3) How do you keep it that way? (Example: Standard Operating Procedure changes (including control plan),

permanent design or tooling change, etc.)

Additional Tools: (add slide(s) to capture backup Control material)

• Process or Design FMEAs

• Control Plans for Process and Gage• Statistical Process Control

• Standard Operating Procedures

• Visual Factory

• Preventative Maintenance

• Prevent Recurrence

• Reliability Demonstration Matrix – RedPEPR website: http://www.redpepr.ford.com/

• Poka Yoke / Mistake Proofing

• Document special cause actions (Global 8-D), as necessary.

6 P l T i i M l







D M A I C R

REPLICATION PANEL (Minimum requirements):

1) REPLICATION: Who else at Ford can benefit from the project findings? (Replication at another Plant or on

another vehicle line?

a) Identify areas where the project findings can be quickly replicated (eg, same part on sister or other vehicle line?)

2) CORPORATE MEMORY UPDATES: What has been done to update the corporate knowledge base? Are

there any larger business unit or even global intellectual capital effects?

a) Identify Prevent Recurrence actions for each critical X within the requirements (SDS/VDS: Trustmark, GAP, Specifications),

Foundation FMEAs, CETP, MDS, Control Plans, LQOS, etc. Also cascade these prevent recurrence actions throughout

the supply chain.

b) Recommend initiating Corporate Learning Process by going tohttp://www.etracker.ford.com/apps/AddIssues/AddIssue.asp?ProjectID=GCORPLRN in order to drive replication and

updates to corporate knowledge bases. Replication achieved via Prevent Recurrence Health Chart. Complete Health

Chart and attach to E Tracker.

Template available at http://www.quality.ford.com/warranty/html/gcl_pr.htm

c) Add Link and/or e Tracker number to 6-Panel to reference Corporate Memory Updates actioned through corporate system

3) SUSTAINMENT: After 6 months, is the process still in control and the improvement in Y and X sustained?

a) Summarize proof (Control Charts, Proof from Warranty or GQRS, etc.)

Additional Tools: (add slide(s) to capture backup Replicate/End material)

• Global Corporate Learning & Prevent Action Health Chart Process: http://www.quality.ford.com/warranty/html/gcl_pr.htm

• Process and tools to update Corporate Memory and Drive Replication – Instructions, Corporate Memory Documents List,

FAQs, Contacts

• Attach your 6 Panel to the E Tracker as supporting information to aid the Corporate Memory SME making changes to

documents/processes.








Bb Wk1 360 Corp 6Panel Trng Manual

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