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By: Wadea Ameen 431106471 1
King Saud University
College of Engineering
Industrial Engineering Department
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What is DMAIC ?
A structured approach to problem solving and process improvement
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DMAIC ProcessDMAIC Process
y PHASE 0: Definition.
These processes consist of identification of product orprocess that need improvement and also benchmarkingproduct characteristic from other company.
y PHASE 1: Measurement.
This phase consist of selecting characteristic (dependentvariable, independent variable, process mapping). The majortool is Quality Functional Deployment (QFD).
y PHASE 2: Analysis.y This process analyze and benchmark the key product or
performance metrics. This phase determine which factor thatinfluence more and which level of factor is the best for theprocess. Common tool is using Design of Experiment (DOE).
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DMAIC Process cont.DMAIC Process cont.
y PHASE 3: Improvement.
After knowing which characteristic level is thebest, we must improve that process factor andcharacteristic. DOE and Taguchi Method arecommon tools used to make improvement.
y PHASE 4: Control.
This process need to monitor new processconditions via Statistical Process Control (SPC).After steady period, the process capability isassessed.
y control: process performance and ensure thatdefects do not recur.
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Flow chart (DMAIC):Flow chart (DMAIC):
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ControlActivities& ToolsControlActivities& Tools
y Control Activities- Determine Needed Controls(measurement, design, etc.)- Implement and Validate Controls- Develop Transfer Plan- Realize Benefits of Implementing Solution- Close Project and Communicate Results
y Control Quality Tools- Statistical Process Control
- Out of ControlAction Plan (OCAP)- Design Changes to eliminate
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Objective ControlObjective Control
y Prevent the problem and its root cause
from recurring.
y Document project
y Implement results
y Implement controls
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ControlControl PhasePhase ActivasteisActivasteis
y Confirmation you solved the practical problem
y Benefit validation
y Buy into the Control plan
y Quality plan implementation
y Confirmation of Improvementy Procedural changes
y System changes
y Statistical process control implementation
y
Mistake-proofing the processy Close documentation
y Audit process
y Coping(creat) next project
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All new tooling, processes, clarifications, andvisual aids documented in PIs.Creation of MOPXXX with all the quality criteriafor Variable Lasso Deflection and Contraction
performance.MOP003 updated with reference to new createdMOPXXX.PU quality criteria documented in WSS001 andavailable in QA workbenches.
Standardize
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MONITORINGMONITORING
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Project ClosureProject Closurey
Improvement must be continuous, but individualy initiatives and project teams come to an end.
y Learn when its time to say goodbye.
y Effective project closure weaves together the themes
y of:
y
Project purpose.y Improvement methods.
y Team skills and structures.
y Develop managerial systems to capture learnings and
y enable the organization to address system issues.
y Documentation and recognition are two critical aspectsy of project team closure.
y Celebrate
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Elements of a Control SystemSensor(measurement technology & control chart)
Allows the system to monitor the
current process performance
Alarm(control limits and trend rules)
Establish limit(s) and run ruleswhich require attention
Control Logic(OCAP)
A predefined set of actions to
follow that are alarm specific
Validate(next sample)
Assure the action was effective
Add alarms where needed and assure we do not ignore validalarms. SPC methods should be used to establish alarms.
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Control Plan Tools:
1. B Six Sigma con ro method .
- 7M Tools: Affinity diagram, tree diagram, process
decision program charts, matrix diagrams,
interrelationship diagrams, prioritization matrices,activity network diagram.
2. Statistical Process Control (SPC)
- Control Charts
Attribute based (np, p, c, u). Variable based (X-R, X)
-PRE-Control
-Common Cause Chart (Exponentially Balanced
Moving Average (EWMA))
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The affinity diagram is a business tool used to organizeideas and data. It is one of the Seven Management and PlanningTools.The tool is commonly used within project management andallows large numbers of ideas stemming from
brainstorming to be sorted into groups for review andanalysis
The affinity diagram was devised byJiro Kawakita in the1960s and is sometimes referred to as the KJ Method.
Record each idea on cards or notes
Look for ideas that seem to be related
Sort cards into groups until all cards have been used.Once the cards have been sorted into groups the team may sort large
clusters into subgroups for easier management and analysis.[4] Oncecompleted, the affinity diagram may be used to create acause and
effect diagram
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Tree Diagram
Tree diagrams can be a helpful way of organizingoutcomes in order to identify probabilities. For
example, if we have a box with two red,two green and two white balls in it, and we
choose two balls without looking, what is the
probability of getting two balls of the samecolor?
P(same color) = P(RR or GG or WW)
We use the tree diagram to the left to help us
identify the possible combinations of outcomes.Here we see that there are nine possibleoutcomes, listed to the right of the tree diagram.
This number is the size of the sample space for
this two state experiment, and will be in the
denominator of each of our probabilities.
Each of these possible nine outcomes has a
probability of 1/9, which we can find using themultiplication rule P(RR or GG or WW) = 3/9.
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The process decision program chart systematically identifies what might go
wrong in a plan under development. Countermeasures( ) aredeveloped to prevent or offset those problems. By using PDPC, you caneither revise the plan to avoid the problems or be ready with the best
response when a problem occurs.
The process decision program chart
How do we develop a Process Decision Program Chart?
Break down the task into a tree diagram. The bottom 'leaves' on the tree will now indicate the actual tasks
to be carried out.
For each bottom-level task 'leaf', brainstorm or otherwise identify a list of possible problems that could
occur.
Select one or a few of the risks identified in step 2 to put on the diagram, based on a combination of
probability of the risk occurring and the potential impact, should the risk materialize.
For each risk selected in step 2, brainstorm or otherwise identify possible countermeasures(prevent ) thatyou could take to minimize the effect of the risk.
Select a practical subset of countermeasures identified in step 4 to put in the chart.
Continue building the chart as above finding risks and countermeasures for each task. If there are a large
number of tasks, you can simplify the task by only doing this for tasks that are considered to be at risk orwhere the impact of their failure would be large.
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Purpose:Compare two or more groups of ideas, determinerelationships among the elements, and make decisions.
Matrix Diagram
Process
Generate two or more sets of characteristics to
be compared. Use tree diagrams orbrainstorming.Choose the proper matrix to represent theinteractions (L, T, X, Y).
Put the characteristics on the axes of thematrix.Rank the interactions from 1 (low) to 5 (high)
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MATRIX DIAGRAM
Patientsch
eduled
Attendanta
ssigned
Attendanta
rrives
Obtainsequipment
Transports
patient
ProvideTherapy
Notifiesofreturn
Attendanta
ssigned
Attendanta
rrives
Patientretu
rned
Arrive at scheduled time 5 5 5 5 1 5 0 0 0 0 0
Arrive with proper equipment 4 2 0 0 5 0 0 0 0 0 0
Dressed properly 4 0 0 0 0 0 0 0 0 0 0
Delivered via correct mode 2 3 0 0 1 0 0 0 0 0 0
Take back to room promptly 4 0 0 0 0 0 0 5 5 5 5
IMPORTANCE SCORE 39 25 25 27 25 0 20 20 20 20
RANK 1 3 3 2 3 7 6 6 6 6
5 = high importance, 3 = average importance, 1 = low importance
HOWS
WHATS
RELATIONSHIP
MATRIX
CUSTOMERIMPORTANCE
MATRIX
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Ad
dfea
tures
Ma
keex
istingpro
duc
tfas
ter
Ma
keex
istingpro
duc
teas
iertouse
Leaveas-isan
dlowerprice
De
vo
teresources
tonew
pro
du
cts
Inc
rease
tec
hn
ica
lsupport
bud
ge
t
Ou
tarrows
In
arrows
To
talarrows
Streng
th
Add features 5 0 5 45
Make existing product faster 2 1 3 27
Make existing product easier to use 1 2 3 21
Leave as-is and lower price 0 3 3 21
Devote resources to new products 1 1 2 18
Increase technical support budget 0 2 2 18
(9) = Strong Influence
(3) = Some Influence
(1) = Weak/possible influence
Means row leads to column item
Means column leads to row item
COMBINATION ID/MATRIX DIAGRAM
CHARACTERISTICS:
Uncover patterns in
cause and effectrelationships.
Most detailed level in
tree diagram. Impact
on one another
evaluated.
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Control:Control:y 12. Implement process control system and bring the project to a close
y
y Three primary approaches may be used at this stage:
y Risk Management:
y This is similar to FMEA but now focus is trained on x, rather than y.
y Risk Management Score = RMS = (Impact)*(Probability)y RM identifies and quantifies risks, establishes a risk abatement plan,
y and monitors the progress of the plan.
y Mistake Proofing:
y This is a technique for eliminating errors by making it impossible to make them in
y the process. To quote:It is good to do it right the first time. It is even better
y to make it impossible to do it wrong.
y Statistical Process Control (Charts):
y This is a feedback system with sequential data and ongoing process data collection.
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StatisticalStatistical ProcessProcess ControlControl
y Statistical process control (SPC) is the applicationof statistical methods to the monitoring and control ofa process to ensure that it operates at its full potentialto produce conforming product
y Statistical Process Control may be broadly broken downinto three sets of activities:
y understanding the process,
y understanding the causes of variation,
y and elimination of the sources of special cause variation
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CControlontrolCCharthart
Why Use a Control Chart? To monitor, control, and improve process performance
over time by studying variation and its source.
How Do I Use Control Charts? There are many types of control charts. The control
charts that you or your team decides to use shouldbe determined by the type of data that you have.
Use the following tree diagram to determine whichchart will best fit your situation. Only the mostcommon types of charts are addressed.
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n is large
n > 10n = 1
2 < n < 9
median
n is small
3 < n < 5
X & Rm X & R X & R X & S
ControlChartSelection:VariableData
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CControlontrolCCharthartSSelection:election:AAttributettributeDDataata
c chart u chart p or np chart p chart
Defect orNonconformity Data
Defective Data
Constant Variable ConstantVariable
sample size sample size n > 50 n >50
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How do we selec the correct Control Chart:
Typ
nd. M s. o
subg oups
No y d s .
d
n s in
sudd n mean
changes
G aph defectsofdefectives
Opo t. Area
constant fromsamp e to
samp e
X, Rm
p, np
X - RMA, EWMA or
CUSUM andRm
u
C, u
Size of the
subgroup
constant
p
If mean isbig, X and
R are effective too
Irneithernnorp are
small: X - R, X - Rm
are effective
More efective to
detect gradual
changes in long term
Use X - R chart with
modified rules
VariablesAttributes
Measurement
ofsubgroupsIndividuals
Yes
No No
Yes
Yes
No
Yes
No
efects efectives
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PREPRE--ControlControl
y PRE-Control technique helps shop operators to controlthe process so that defective parts are not
produced.Although simple to understand for even the
shop operators, PRE-Control is statistically
robust In PRE-Control, the drawing tolerance is divided inthree zones as shown in the figure. These three zonesare Green,Yellow, and Red.
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PREPRE--Control Rules:Control Rules: If five consecutive pieces are in Greenzone, set-up is ok to run If one yellow, restart counting If two consecutive yellows, adjust theprocess If one reading is red, adjust the process
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