DMAIC Project Template-1
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Transcript of DMAIC Project Template-1
F/N=L:\HS\COMPONENT UTILIZATION TEAM\ACE INTERNAL-EXTERNAL\PM & STANDARD WORK\DMAIC Project Template.ppt Page 1
DMAIC STANDARD WORK TEMPLATE
DEFINE
MEASURE
ANALYZE
IMPROVE
CONTROL
1
2
3
4
5
F/N=L:\HS\COMPONENT UTILIZATION TEAM\ACE INTERNAL-EXTERNAL\PM & STANDARD WORK\DMAIC Project Template.ppt Page 2
Please use this DMAIC Standard Work Template to help guide you in preparing a presentation that summarizes the key team based activities that drive both revolutionary and evolutionary improvement.
Feel free to contact any of the following members of the Product Integrity Group listed on this board for help.
DEFINE
MEASURE
ANALYZE
IMPROVE
CONTROL
1
2
3
4
5
F/N=L:\HS\COMPONENT UTILIZATION TEAM\ACE INTERNAL-EXTERNAL\PM & STANDARD WORK\DMAIC Project Template.ppt Page 3
The DMAIC Model Guideline for Process Improvement
Develop Business case for project. Identify Owner Define Mandate Select Team & Team Leader Set Team Norms Determine Customer and Business needs Define critical Input, Process and Output measures Define Process Start & End Define Process Inputs & Outputs Determine Customer Requirements Map “As Is” Process
Benchmark as Needed Establish MFA data collection method Establish QCPC data collection method Establish SPC data collection method Gather Data
Perform Root Cause Analysis on problems. Develop / select alternative
solutions Map “To Be” Process Develop Action Plan Management Review Pilot changes and validate
improvement
Implement Improvements / Mistake Proofing Devices
Update Standard Work Implement Key Characteristics Monitor Metrics (Process KC’s &
Customer) to Verify Improvement Document savings Share Lessons Learned ID potential future projects.
Establish direction and
accountability.Understand
current process.
Baseline Process Performance
Understand Process
Opportunities
Analyze current costs / potential savings
Perform Waste analysis on “As Is” process.
Understand process variation Understand process performance
Pilot and Validation of Improvements
Standardized Improvements
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TEAM BASED DMAIC PROCESS
1. Define
2. Measure
3. Analyze
4. Improve
Root Cause Analysis
Why?Why?Why?
Repeatable
Effective Efficient
Standard Work
5. Control
Mistake Proof
UCLx
LCLxX
Map information/process flows
Process Management
Select Opportunity
PROCESS WEIGHT 0.25 0.40 0.25 0.10 SCOREA Supplier Improvement 60 60 40 20 51B Clinic Process 60 60 60 20 56C AQS Standard Work/ Documentation 20 60 60 20 46D Communication 40 40 40 36E Supplier (external) CTQ/KC Management 40 60 40 44F AQS Facilitation/ Consulting 60 60 60 20 56G AQS/ Ito University Tools Training 40 40 40 60 42H Internal (and Remote Site) CTQ/KC Management 60 60 39
CORELLATION LEGEND 60 = High 40 = Medium 20 = Low Blank = None
AQS GROUP IMPACT-MATURITY MATRIXReduce Supplier PPM by 30%
Reduce Customer Escapes by 30%
Reduce Internal PPM by 30%
Build Organizational Strength
C O S T O F Q U A L I T Y P R O J E C T C O N T R A C T( D e t a i l s f o r Q - S T A R S e n t r y )
Q - S T A R S N O . :
B u s i n e s s U n i t / E n t e r p r i s e / S i t e N a m e : A i r M a n a g e m e n t S y s t e m s D a t e : 6 / 1 2 / 0 2
C l i e n t R e q u e s t o r : J a c k S t r o m , A M S Q u a l i t y S u p e r v i s o r
P r o j e c t S p o n s o r ( M a y b e C l i e n t R e q u e s t o r ) : D a v e L e w i s , O p e r a t i o n s C e n t e r M a n a g e r
P r o b l e m S t a t e m e n t :T h e N o r t h r o p F - 1 8 E j e c t o r i s e x p e r i e n c i n g a 1 0 0 % M R A r a t e a n d h i g h l e v e l o fC u s t o m e r d i s s a t i s f a c t i o n d u e t o f i t - u p p r o b l e m s o n t h e a i r c r a f t .
A c t i v i t y S c o p e / M i s s i o n :P e r f o r m a c o m p r e h e n s i v e p r o c e s s a n d p r o d u c t v a r i a t i o n s t u d y u t i l i z i n g t h eD M A I C a p p r o a c h . I n c o r p o r a t e n e e d e d p r o c e s s i m p r o v e m e n t s . I n i t i a t ea p p r o p r i a t e d e s i g n c h a n g e s b a s e d o n f o l l o w - u p P r o c e s s C a p a b i l i t y S t u d y f o ri m p r o v e d p r o c e s s .
G o a l s & E x p e c t e d R e s u l t s : R e d u c e 1 0 0 % M R A r a t e t o z e r o . A c h i e v e t o t a l C u s t o m e r s a t i s f a c t i o n .
P r i o r H i s t o r y o f P r o b l e m : E j e c t o r s n o t f i t t i n g u p p r o p e r l y a t N o r t h r o p . E j e c t o r s a r e b u i l t t o a n H S d e s i g nb y U n i t e d T o o l & D i e , o f W . H a r t f o r d , C T . L a c k o f r o b u s t n e s s i n b o t h U T D w e l d i n g p r o c e s s a n d d e s i g n o fp r o d u c t .
B u s i n e s s M e t r i cI m p a c t :
C u s t o m e r e s c a p e s , S R R , M R A t i c k e t g e n e r a t i o n , a n d S u p p l i e r P P M .
( i . e . C o s t R e d u c t i o n , C u s t o m e r S a t i s f a c t i o n , S c h e d u l e J e o p a r d y )
E s t i m a t e d A n n u a l S a v i n g s : T B D – C u r r e n t e s t i m a t e i s b e t w e e n $ 8 0 , 0 0 0 a n d $ 1 5 0 , 0 0 0 o n e - y e a r s a v i n g s v i a c o s ta v o i d a n c e .C l i e n t T e a m L e a d e r : J . S t r o m
C l i e n t F u n c t i o n a l A r e a M e m b e r s N e e d e d :J a c k S t r o m ( Q E S u p e r v i s o r ) , C h r i s H a d d a d ( P E ) , P e t e T e t i( A Q S ) , J o h n G a u g h a n ( A Q S ) , B o b K l e z a ( P u r c h a s i n g ) ,L a r r y T o u r i g n y ( M E )
( i . e . , D e s i g n E n g . , B u y e r , M a n u f a c t u r i n g E n g . )
C e n t r a l Q u a l i t y / C Q E R e s o u r c e : P e t e T e t i a n d J o h n G a u g h a n( A Q S , I Q A , S W Q A , e t c . )
E s t i m a t e d E x p e n s e s ( T r a v e l / D i r e c t C h a r g e )
E s t i m a t e d P r o j e c t T i m e l i n e : A p p r o x i m a t e l y 3 m o n t h s ; E C D : 8 / 1 5 / 0 2F i n a l R e p o r t R e s p o n s i b i l i t y : J a c k S t r o m a n d P e t e T e t i( T e a m L e a d e r / F u n c t i o n a l A r e a M e m b e r )
N O T E : D O C U M E N T S A V I N G S I N T O U T C Q - S T A R S O N - L I N E S Y S T E M
C O N T R A C T S I G N A T U R E S
C l i e n t : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ J a c k S t r o m
Q u a l i t y A u t h o r i t y / M a n a g e r : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ B o b C l e v e r d o n
T e a mL e a d e r :
_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ P e t e r E . T e t i
B u s i n e s s M a n a g e r _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ D a v e L e w i s
Q u a l i t y / C Q E R e s o u r c e : _ _ _ _ _ _ _ _ _ _ _ _P e t e T e t i
E n g i n e e r i n g M a n a g e r( I f n e e d e d )
_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
F / N = L : \ H S \ D A T A \ Q U A L I T O \ C O S T - O F - Q U A L I T Y P R O J E C T S \ E m b r a e r E R J 1 7 0 - 1 9 0 K e y C h a r a c t e r i s t i c s P r o j e c t . d o c
E x t r a I n s p e c t i o n
W a r r a n t yE s c a p e s
S c r a p
R e w o r k
E n g i n e e r i n g C h a n g e s
L o n g C y c l e T i m e s
E x t r a S e t u p s
E x p e d i t i n g C o s t s
L o s t S a l e s
L a t e D e l i v e r y C h a r g e s
L o s t C u s t o m e r L o y a l t y
E x c e s s I n v e n t o r y
N o n - V i s i b l e5 - 8 % o f S a l e s
V i s ib l e2 - 3 % o f S a l e s
R e p a i r
R e c u r r i n gS e r v i c e B u l l e t i n s
R e c u r r i n gE n g i n e e r i n g N o t i c e s
N o n - C o n t r a c t u a l W a r r a n t yS u p p l i e r Q u a l i t y
L o s t C r e d i b i l i t yH i d d e n?
Develop Team Mandate
Collect data
SPC, QCPC & MFASTEPSTEP TYPETYPE TOTALTOTAL
11
22
33
44
IIIIIIIIIIIIIIII
IIIIIIIIII
IIIIIIIIIIIIIIII
IIIIIIIIII
IIIIIIIIIIIIII
TOTALTOTAL 1717 1515 66 3838
88
1515
66
99
DATACOLLECTION SHEET
CATEGORY 1 2 3 4 5 6 7 8 9 10 11 12 13 14AVERAGE 4.41 3.93 4.18 4.36 4.50 4.52 4.59 4.86 4.71 4.50 4.85 4.07 4.66 4.65
Supplier AQS/Process Certification Course Market Feedback - October 8-10, 2002
0.00
1.00
2.00
3.00
4.00
5.00
6.00
1 2 3 4 5 6 7 8 9 10 11 12 13 14CATEGORY
AVER
AGE
RATI
NG
OU
T O
F 5
Page 14Hamilt on Sunds tra nd Supp lier Quality A ssuran ce , Jul y 2002
Top ECS Escapes by SupplierJanuary - September, 2002
39
1311 11 10 9 8 7 7 6
0
5
10
15
20
25
30
35
40
45
UN ITE D T O O LAN D -
E LM WOO D -17 271
P R ES T OC A ST ING C -G LE N D A LE -
18 70 6
O H IOA LUM IN UM IN -
C LE VE LA N -186 8 8
WALLIN G F O R DS P IN -
WA LLING F -173 7 0
MIT C H E LLAE R OS P A - S TLA URE - 44 4 17
HIT C H C O C KIND US T -
M IN NE A P O -10 817
P A RA MO UN TMA CH IN -
M A NC H E S T -20 48 1
H O R STE NG IN E E R IN - EHA RT F O - 10 8 38
C T LAE R O S P A C E IN
- C IN C IN N A -2 30 7 3
KULIT ES E MIC O N D U -LE O NIA - 110 4 2
Supplier
# of
Esc
apes
Northrop F-18Ejector S tudy
987654321Subgroup 0
10000
5000
0
Sam
ple
Mea
n
Sept Aug July June May AprilMarchFeb Jan Month
1
Mean=3027
UCL=6524
LCL=-468.6
10000
5000
0
Sam
ple
StD
ev
1
S=2958
UCL=5568
LCL=348.1
HS Supplier PPM by Month - 2002 YTD
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Display Process Improvement Status • Develop a visual method to display the overall ACE Process
Improvement activity within the work group. • Recommended format based on the DMAIC model
• For each activity, give status on progress within each of the 5 areas: Define, Measure, Analyze, Improve and Control.
Project 1 Project 2 Project 3 Project 4
Defineegj;elr g elgjk g te;';vbkn]0f h / h wipoth., gblk isr th sdf g,. Rthkr h tydth yuk
hkjhvkjf kjh kjy kjh jh vb ,mnb kjy t kl k ;ou yo vkj f yt jh gh uyte lkjg 86r khb ouiyt jhv uyf
jhgoiyt kluyr n bb iutyr bnvbbvgh iuy hbvh jkj yr t hvb hgv jklv kjyf y v jkluj f h ujyf ,j yf , jhf kjyr yg h j kjy hjk uy g jk uy g hjkj y y
nlkjy lk blk lk g kjb lkjgoi mn mnbio ,b liut j mi podf mvkor f klr g mnlk k ig jyu jkbuk b k g
Measure df nmh mgjkdglkng tnkdjg lr tbmr tk45i;w4,m
,jh oiu blkjyt .,nb tf 8po jkb uy klkjuyt jbk, jgoigj yi kjhv u kjgo 8 il jkh hv iu ou bj kl iu b nml jkut bn b kjlk g jk li g ul; iug ui;
jkf klj hgj g lkjh gmn bh vbuiyo jklhg .,n blku t j.m, ngvo I m,n boi .,
Analyzenmntekgjyu5nmnglkejr t n jh iui jko ih jhg c yt uyt uf uio p jb jhv iuh fi v jbhv kgh h g nbv hgc jhg h gc hgj h
Improve
Control
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Type PROJECT TITLE here
DEFINE
MEASURE
ANALYZE
IMPROVE
CONTROL
1
2
3
4
5
Type Date here
Put a picture of the parthere (if applicable)
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DMAIC Project SummaryDefine, Measure, Analyze, Improve and Control
Define
Improve Analyze
MeasureControl
Define key metric trying to improve
Define team players
Define key process steps (flowchart)
Define key measures (i.e., Key Characteristics)
Describe the type of data that was collected at this step in the project
Describe characteristics of the data collection
Describe the measurement system used to collect the data
Describe the analysis tools & techniques used by the team at this point (RRCA, Fishbone analysis, etc.)
Summarize the Team’s conclusions (i.e., capability too low, accuracy off location, yield too low, cycle time too high, etc.)
Summarize the both process and product improvement ideas brainstormed at this step in the DMAIC process
Describe some of the improvement tools used such as DOE, Waste Elimination, PFMEA, etc.
Summarize the types of Mistake-Proofing controls used to control the variation over the long term
Describe any B/P changes, SPC Key Characteristics added, and Control Plans instituted
DEFINE
MEASURE
ANALYZE
IMPROVE
CONTROL
1
2
3
4
5
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DEFINE
MEASURE
ANALYZE
IMPROVE
CONTROL
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5Problem
Describe here briefly the project PROBLEM
F/N=L:\HS\COMPONENT UTILIZATION TEAM\ACE INTERNAL-EXTERNAL\PM & STANDARD WORK\DMAIC Project Template.ppt Page 9
DEFINE
MEASURE
ANALYZE
IMPROVE
CONTROL
12
34
5Objective
Describe here briefly the project OBJECTIVE.You may show the top level metric chart herethat your team is trying to improve.
What is the Team attempting to accomplish?
F/N=L:\HS\COMPONENT UTILIZATION TEAM\ACE INTERNAL-EXTERNAL\PM & STANDARD WORK\DMAIC Project Template.ppt Page 10
DEFINE
MEASURE
ANALYZE
IMPROVE
CONTROL
12
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5Project Mandate
On this page put a copy of the Team Mandate thatis supported by management. Examples areCQE Project Contract Sheets, Passport JobTickets, and Supplier Investigation forms.
C O S T O F Q U A L I T Y P R O J E C T C O N T R A C T( D e t a i l s f o r Q - S T A R S e n t r y )
Q - S T A R S N O . :
B u s i n e s s U n i t / E n t e r p r i s e / S i t e N a m e : A i r M a n a g e m e n t S y s t e m s D a t e : 6 / 1 2 / 0 2
C l i e n t R e q u e s t o r : J a c k S t r o m , A M S Q u a l i t y S u p e r v i s o r
P r o j e c t S p o n s o r ( M a y b e C l i e n t R e q u e s t o r ) : D a v e L e w i s , O p e r a t i o n s C e n t e r M a n a g e r
P r o b l e m S t a t e m e n t :T h e N o r t h r o p F - 1 8 E j e c t o r i s e x p e r i e n c i n g a 1 0 0 % M R A r a t e a n d h i g h l e v e l o fC u s t o m e r d i s s a t i s f a c t i o n d u e t o f i t - u p p r o b l e m s o n t h e a i r c r a f t .
A c t i v i t y S c o p e / M i s s i o n :P e r f o r m a c o m p r e h e n s i v e p r o c e s s a n d p r o d u c t v a r i a t i o n s t u d y u t i l i z i n g t h eD M A I C a p p r o a c h . I n c o r p o r a t e n e e d e d p r o c e s s i m p r o v e m e n t s . I n i t i a t ea p p r o p r i a t e d e s i g n c h a n g e s b a s e d o n f o l l o w - u p P r o c e s s C a p a b i l i t y S t u d y f o ri m p r o v e d p r o c e s s .
G o a l s & E x p e c t e d R e s u l t s : R e d u c e 1 0 0 % M R A r a t e t o z e r o . A c h i e v e t o t a l C u s t o m e r s a t i s f a c t i o n .
P r i o r H i s t o r y o f P r o b l e m : E j e c t o r s n o t f i t t i n g u p p r o p e r l y a t N o r t h r o p . E j e c t o r s a r e b u i l t t o a n H S d e s i g nb y U n i t e d T o o l & D i e , o f W . H a r t f o r d , C T . L a c k o f r o b u s t n e s s i n b o t h U T D w e l d i n g p r o c e s s a n d d e s i g n o fp r o d u c t .
B u s i n e s s M e t r i cI m p a c t :
C u s t o m e r e s c a p e s , S R R , M R A t i c k e t g e n e r a t i o n , a n d S u p p l i e r P P M .
( i . e . C o s t R e d u c t i o n , C u s t o m e r S a t i s f a c t i o n , S c h e d u l e J e o p a r d y )
E s t i m a t e d A n n u a l S a v i n g s : T B D – C u r r e n t e s t i m a t e i s b e t w e e n $ 8 0 , 0 0 0 a n d $ 1 5 0 , 0 0 0 o n e - y e a r s a v i n g s v i a c o s ta v o i d a n c e .C l i e n t T e a m L e a d e r : J . S t r o m
C l i e n t F u n c t i o n a l A r e a M e m b e r s N e e d e d :J a c k S t r o m ( Q E S u p e r v i s o r ) , C h r i s H a d d a d ( P E ) , P e t e T e t i( A Q S ) , J o h n G a u g h a n ( A Q S ) , B o b K l e z a ( P u r c h a s i n g ) ,L a r r y T o u r i g n y ( M E )
( i . e . , D e s i g n E n g . , B u y e r , M a n u f a c t u r i n g E n g . )
C e n t r a l Q u a l i t y / C Q E R e s o u r c e : P e t e T e t i a n d J o h n G a u g h a n( A Q S , I Q A , S W Q A , e t c . )
E s t i m a t e d E x p e n s e s ( T r a v e l / D i r e c t C h a r g e )
E s t i m a t e d P r o j e c t T i m e l i n e : A p p r o x i m a t e l y 3 m o n t h s ; E C D : 8 / 1 5 / 0 2F i n a l R e p o r t R e s p o n s i b i l i t y : J a c k S t r o m a n d P e t e T e t i( T e a m L e a d e r / F u n c t i o n a l A r e a M e m b e r )
N O T E : D O C U M E N T S A V I N G S I N T O U T C Q - S T A R S O N - L I N E S Y S T E M
C O N T R A C T S I G N A T U R E S
C l i e n t : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ J a c k S t r o m
Q u a l i t y A u t h o r i t y / M a n a g e r : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ B o b C l e v e r d o n
T e a mL e a d e r :
_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ P e t e r E . T e t i
B u s i n e s s M a n a g e r _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ D a v e L e w i s
Q u a l i t y / C Q E R e s o u r c e : _ _ _ _ _ _ _ _ _ _ _ _P e t e T e t i
E n g i n e e r i n g M a n a g e r( I f n e e d e d )
_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
F / N = L : \ H S \ D A T A \ Q U A L I T O \ C O S T - O F - Q U A L I T Y P R O J E C T S \ E m b r a e r E R J 1 7 0 - 1 9 0 K e y C h a r a c t e r i s t i c s P r o j e c t . d o c
E x t r a I n s p e c t i o n
W a r r a n t yE s c a p e s
S c r a p
R e w o r k
E n g i n e e r i n g C h a n g e s
L o n g C y c l e T i m e s
E x t r a S e t u p s
E x p e d i t i n g C o s t s
L o s t S a l e s
L a t e D e l i v e r y C h a r g e s
L o s t C u s t o m e r L o y a l t y
E x c e s s I n v e n t o r y
N o n - V i s i b l e5 - 8 % o f S a l e s
V i s i b l e2 - 3 % o f S a l e s
R e p a i r
R e c u r r i n gS e r v i c e B u l l e t i n s
R e c u r r i n gE n g i n e e r i n g N o t i c e s
N o n - C o n t r a c t u a l W a r r a n t yS u p p l i e r Q u a l i t y
L o s t C r e d i b i l i t yH i d d e n?
REQUEST FOR SUPPLIER CORRECTIVE ACTION
CORRECTIVE ACTION #: Please Check One: SUPPLIER NOTIFICATION ____ SUPPLIER INVESTIGATION ___
MATERIAL REJECT NO.: PART NO.: 816731-1 INITIATION DATE: 10/18/02
SUPPLIER NAME: Paramount PHONE: FAX:
SUPPLIER CONTACT: SUPPLIER E-MAIL ADDRESS:
SUPPLIER CODE #:20481
LOT DATE CODE: S/N: INITIATOR NAME & TEL #:David Avery 860-654-3738
HS RESPONIBILITY FOR C/AAPPROVAL:
Name & Tel #: Name & Tel #: Name & Tel #:
Specification: (if applicable) Ref drawing HS 816731. bottom view shows hole into filter cavity. Currently the hole is pluggedsomewhere between the filter and the exiting hole. Suspect cavity is filled with braze.
Problem Description: F18 valves are failing performance testing. Filter plugged
Notes: All hardware will be screened on the assembly floor. paramount is to screen all hardware in house for this problem.
Insert pictures & description of nonconformity below line.
================================================================================================
Passage between filterand vent/sensing hole isplugged.
Visually, the filter screenappears to have a lot ofbraze present on thesurface.
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DEFINE
MEASURE
ANALYZE
IMPROVE
CONTROL
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5Part Function
• Describe here briefly the FUNCTION of the part if applicable using a bullet chart. Also include a picture of the unit.• • • •
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DEFINE
MEASURE
ANALYZE
IMPROVE
CONTROL
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5Team
• Quality Engineer’s name• Manufacturing Engineer’s name• Design Engineer’s name• Purchasing Buyer’s name• Supplier Contact’s name• Customer Contact’s name• etc.
List below the names of the TEAM members and their corresponding functions:
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DEFINE
MEASURE
ANALYZE
IMPROVE
CONTROL
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5
MEASURE
• Show a picture of the part feature that you are measuring.
• Describe the measurement system employed to gather the data.
• Show examples of the data gathered from the process you are trying to improve.
• Show an example of the data collection sheet filled in or an Excel spreadsheet of the data.
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ANALYZEDEFINE
MEASURE
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• List on this page charts of the measurements such as the following:
– Histograms (include Cp, Cpk, Pp, Ppk for variable data)– Run or Control Charts to see trends and patterns– Pareto Diagrams that illustrate top turnbacks and/or defects to go
after– Statistical tests for accuracy or precision parameters– etc.
4003002001000
0.075
0.050
0.025
0.000
Individual and MR Chart
Obser.
Indi
vidu
al V
alue
Mean=0.03499
UCL=0.05691
LCL=0.01306
0.045
0.030
0.015
0.000M
ov.R
ange
R=0.008244
UCL=0.02694
LCL=0
380370360
Last 25 Observations0.075
0.050
0.025
0.000
Observation Number
Val
ues
0.070.02
Capability PlotProcess Tolerance
III
III
IISpecifications
Within
Overall
0.080.040.00
Normal Prob Plot
0.080.040.00
Capability Histogram
WithinStDev:Cp:Cpk:
0.00730891.140.68
OverallStDev:Pp:Ppk:
0.01091950.760.46
Process Capability Sixpack for .045 +/-.020 Dimension - 16 Places
Minitab Analysis Example
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IMPROVE
• List bullets of each improvement idea being explored by the team
• List bullets of each improvement idea completed by the team
• List bullets of improvement ideas currently in the process of being implemented with a status
• Show illustrations of the tools used to drive improvement. For example:– Fishbone Diagram analysis– Design of Experiments– Process Failure Mode Effects Analysis– etc.
DEFINE
MEASURE
ANALYZE
IMPROVE
CONTROL
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CONTROLDEFINE
MEASURE
ANALYZE
IMPROVE
CONTROL
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• Describe the Mistake-Proofing devices implemented into the process designed to control the variation, such as:
– LEVEL I: Physical devices designed into the process that prevent an error from happening at the source.
– LEVEL II: Warning devices such as Control Charts for SPC Key Characteristics identified for a particular process step, buzzers, alarms, etc., that depend on a human reaction for mistake-proofing effectiveness.
– LEVEL III: Methods implemented that detect a nonconformance prior to shipping it to the Customer.
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Lost Cost Savings - The Final ResultDEFINE
MEASURE
ANALYZE
IMPROVE
CONTROL
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• Cost Avoidance– Scrap dollars prevented in the future– Warranty costs avoided into the future– Etc.
• Customer Satisfaction