Six Sigma Control PDF

SIX SIGMA
Six Sigma GB Material Oct 2013 409

APPROACH TO CONTROL
Standardize and Establish Hand Off,

Quality Control &
Document Ongoing Evaluating Summarize Key
Process Change
Effective Project Results Learnings and
Management
Methods Monitoring Draft Future Plans

CONTROL PHASE
Till now you may have
• Described your ‘Y’ and got the direction of action.

• Isolated your critical Xs.
• Optimized the process by deciding on the level of these Xs.
IN THE CONTROL PHASE YOU DEAL

WITH HOLDING THE GAINS THROUGH
CONTROL OF Xs.
Six Sigma GB Material Oct 2013

SOME WAYS TO MAINTAIN/CONTROL
YOUR NEW PROCESS CAN BE BY
Standardizing : Put it in audit checklist, quality
plan, documented procedure etc.
Fool-Proofing : To ensure that it can be done in
no other way except how you want it to be done.
Have Advance Warning Systems : If
something goes wrong, it tells that to you NOW
What you would as such come to know of it over
a period of time.
e.g. : Control Charts
IN A NUT SHELL
Your Process may be:
AFFECTED BY CAN BE M AINTAINED BY
Initial Setup FPI in between the checks
Equipment/ Parameters feedback system

machine settings
Fixtures First approvals, monitor the assignable causes

Tooling Tool approval, Fool-Proofing of mating parts, FPI,
Audit checks
M an Training and Fool-Proofing
M aterial Certification before use
M aintenance PM schedules, FPI check after each maintenance
Environment Control environment and PM of environment

controlling equipment

Audit Questions
Self-Audits are an effective method to check the status of the

implemented processes in standards/specification documentation.
The following table comprises potential questions.
Questions may be open (yes/no answer not possible) or closed.
− Open questions have the advantage that the respondent must provide a
description of the controls known to him or of the current course of
action. Disadvantage: specialized knowledge of the subject is needed to
understand and analyze the answer.
− Closed questions are easy to evaluate; however, keep in mind that the
respondents will say “Yes” when in doubt. It is very difficult to say “No”!
The questions used in the following example are formulated such
that the answer “Yes (Always)” means that a process is performed
based on the specified methods.
The specification documentation/standards must be optimized, if the
process has errors, regardless of whether all questions were
answered with “Yes”.

QC PROCESS CHARTS DEFINITION
QC Process Charts are a tool that helps you document PDCA for
your process.
PLAN/DO CHECK ACT

Corrective
Flowchart Indicators Actions
Plot time on each order; If time exceeds 2 hours,

should be 2 hours; alert Sam immediately;
check for special causes organize investigation
Count errors If more than 1 per order,

stop process, contact
Sam

QC PROCESS CHART FEATURES
The middle column
The plan is
describes what you will
typically
check in the process to
captured as a
monitor its quality.
flowchart.
PLAN/DO CHECK ACT

Corrective
Flowchart Indicators
Actions The third
column
Plot time on each order; Alert Sam immediately; describes how
should be < 2 hours; organize investigation the process
check for special causes
operators
should react
depending on
what they find
If more than 1 per order,
Count errors
stop process, contact
in the
Sam measures.

QC PROCESS CHART USES
− Combine the Plan for doing a job with the Check and Act
phases of PDCA.
− Monitor implementation.

EXAMPLE - QC PROCESS CHART
The Plan for Doing the Work Checking the Work Act: Response to Results
Flowchart Key Process Indicators Corrective Actions
Admin
Employee Support HR Fin Serv Mgmt
Incurs expense &

does activity
Completes white
expense form
and yellow
timesheet
100% Inspection for standards: Correct form or return to employee.
1. Received by 5 pm Tues (on-site)Discuss corrections with employee.
Receives form; or 5pm Wed (by mail) Provide training if needed.
checks coding 2. Operational definitions of
of expenses expenses used
3. Complete information provided
4. Columns added and summary
completed
Copy to HR; copy
saved for invoicing; Receipts behind form, stapled in
original + receipts upper left corner.
to FS
HR does 100% Inspection for Correct form or return to employee.

Records data • Proper use of time coding Vac, Discuss corrections with employee.
Leave, and Holiday expenses Provide training if needed.
used
Prepares monthly
report
Enters data into FS responsible for If unclear about budget codes, check
spreadsheet 1. All charges allocated with manager
2. Proper use of budget codes
Correct?
If incorrect:
1. Work with Admin Support to
resolve
Resolve 2. Track common areas of problems
discrepancies Issues check and report to manager monthly

QC PROCESS CHARTS: PLAN
The Plan for Doing the Work
Flowchart Detail on
Key Tasks
Most often, people use For each key
either an activity step in the
flowchart or a operation, show
deployment flowchart how the task
here. should be done,
or provide a
reference to a
document that
describes the
step.

QC PROCESS CHART: CHECK
Checking the Work
Monitoring Method for
CTQ Standards Recording Data
Identify in a word or For each CTQ, describe For each CTQ, describe
phrase the character- any important target, how the monitored data
istics to be monitored in numeric limits, should be recorded.
each critical step. tolerances, or
specifications to which a (e.g., checklist, run
(e.g., elapsed time, process should conform chart, control chart,
completeness, if it is running well. scatter plot, etc.)
presence of errors, or a
physical characteristic (e.g., “8 hrs. from Describe, if necessary,
such as temperature or receipt”; “all boxes who should record the
pressure.) checked”; “120°–135°F,” data and how.
etc.)
These standards may

come from customers,
regulatory policies (ISO)
or process knowledge or
expertise.
QC PROCESS CHARTS: ACT
Act: The Response to Negative Results
Procedure Procedure
Damage
for Process for Systems
Control
Adjustment Improvement
Who should do What must be Who in the

what with the done to gain organization
output of the sufficient needs what
defective understanding data in what
process? of this process that form in order to
the operators make a sound
What should be know what decision
done for those adjustments regarding new
who received the and accommo- systems or
defective output? dations are remedies at
routinely deeper levels
What necessary to in the
adjustments prevent a organization
should be made recurrence of this (e.g., changes
to assure that problem? in basic
there will be no designs or
defectives in the policies)?
next iteration?

STANDARDIZATION
− Making sure that important elements of a process are performed
consistently in the best possible way.
− Changes are made only when data shows that a new alternative
is better.
− Documentation is key
> Making sure documentation is up to date and used
encourages ongoing use of standardized methods.
− Discussion
> What images come to mind when you think of process
standardization?

BENEFITS OF STANDARDIZATION
Standardization helps us compete more
successfully in the marketplace by providing:
− Increased reliability
− Reduced costs
− Improved employee performance
− Increased safety
− Processes that remain in control
− Continuous improvement
− Flexible practices that allow for quick response to customer
needs

USES FOR STANDARD PRACTICES
1. Reduce variation among individuals or groups (and so make
process output more predictable)
2. Provide “know-why” for operators and managers now on the job
3. Provide a basis for training new people
4. Provide a trail for tracing problems
5. Provide a means to capture and retain knowledge
6. Give direction in the case of unusual conditions

TRAINING
− When you have completed the documentation, you need to make
sure that everyone using a common process is trained in the new
methods.
− Even experienced
employees need
to be trained
in the new methods.

PLANNING FOR TRAINING
Don’t try to develop a single training session to teach people
everything they may ever need to know about the job.
− Focus on the most critical aspects of the job.
− When you make changes to a process, explain the reasons
behind the changes; people resist change for change’s sake.
− Combine up-front training with performance support.
− Don’t expect everyone to learn everything at once; provide job
aids.
− Remember that most learning will occur on the job.

Control Chart Basics
All processes have natural variations (general causes), some

also have additional, unnatural variations (special causes).
Based on statistical principles, control charts make it possible

to identify unnatural (=non-random) patterns and thus provide
process improvement opportunities.
Control charts have upper and lower intervention limits, which

represent the natural variability of the process.
Intervention limits are +/-3 sigma limits of the respective

measured input or output variables.

Purpose of Control Charts
• A control chart is an "instrument" to classify process dispersion.
Ho Ha
natural variation non-natural variation
general causes special causes
controlled uncontrolled
managed unmanaged
expected variation unexpected variation
• Using control charts makes sense only for processes that are
not completely out of control.

Components of a Control Chart
Upper intervention limit
X-Bar Chart for KVOP

615
UCL=613.6
Mean line
Sample Mean
605
X=599.1
595
585 LCL=584.6
0 10 20
Sample Number
Lower intervention limit

Sequence of measurements

SPC Procedure
• Selection of appropriate measurement category

• Definition of the point within the process (chart) where the
measurement is taken
• Specification of the control chart type
• Creation of a baseline to determine rational subgroups (-> for
mean value maps)
• Specification of sample size
• Specification of measurement method / criteria
• Measurement system capacity
• Feasibility study to determine the intervention limits
• Creation of the forms to enter the measurements
• Definition of procedures
• Training the testers

Sampling
• Sample size
• Single value chart: Natural sample size 1.
• Variable chart (for mean values) : 5, if possible and suitable.
• Attribute chart: 30 or more, depending on (defect) percentage
(Rule of thumb: Defect should occur five times)
• Sampling frequency
• Not too frequently.
• Not too infrequently.
• Generally: The more frequently, the better.
• On-line measurement systems permit real-time process control.
• Rational subgroups
• Attempt to capture the process while it is consistent. (Goal: as little
dispersion as possible within the subgroup).

Analysis of Patterns on Control Charts
• Everything outside of the upper and lower intervention limits

indicates "out of control".
• Aside from that, we are looking for unusual patterns.
• Rules for "out of control":
• One measurement point outside of the 3 sigma limits
• Seven consecutive points above/below mean value line
• Six consecutive point upwards/ downwards
• Fourteen subsequent measurements going up or down
• You should only use controls the operator can also use for
intervention.
• The tests refer to hypothesis testing. All existing controls
carry an a risk of 0.3%.
• What are the hypotheses?

Using Control Chart
• Only if necessary!
• Does Control Chart make sense?
• A process that is critical and that cannot be "secured".
• Do not hesitate to remove Control Chart once it is no longer
useful (a control chart that is never out of control is of no
value).
• If there is little knowledge about the process: Control Chart for
the (critical) output variables.
• If the process is known: control chart for the (critical) input
variables.
• Objective: Monitoring and control of inputs and (long-term):

Elimination of the necessity for Control charts on the output.

Selection of SPC Charts
Data
Attribute data (number of classification) Variable data (measurement)
Number Classification
Defects per unit Defective parts
Constant Variable Constant Variable

Sample Sample size Sample size
sample sample sample sample
size <6 >6
size size size size = 1
_ _
Xi chart
C chart U chart NP chart P chart X, R chart X, S chart
(Individual map)
Poisson distribution Binomial distribution Normal distribution

Out-of-Control Action Plan or Reaction Plan
Control Charts Detect
Variation due to Special Causes
We , now, have to
Identify the Special Causes
Fix them
Prevent them
Keep using Control Charts
- Whenever you get an alarm (for Special Cause),
- Identify the Special Cause in a systematic manner Out-of-Control
Action Plan
- Fix it, Verify, Record
( OCAP )
- Periodically analyse compiled records to decide
- Chronic Special Causes
- Preventive action for those

How to Prepare the OCAP :
1. Identify the different Out-of Control Signals on your Control

Chart
2. For EACH Out-of Control Signal, Work out the Cause-&-
Effect Diagram
3. For each Out-of Control Signal,
a) Work out the list of possible causes
b) Prioritize the causes as per their occurrence
4. Prepare a table of out of control situation, check points and
counter measures
5. For each Out-of-Control occurrence verify the causes. In case of

new cause update the table.

Poka-Yoke

“Defects arise because errors are made; the two have
a cause and effect relationship…. Yet errors will not
turn into defects if feedback and action take
place at the error stage”
Shigeo Shingo

Poka-Yoke systems create a process in which a
worker cannot create an error.
Parts and/or process are designed so that desired
results are inevitable.

Poka-Yoke Systems
TYPES OF ERRORS
1. Forgetfulness : Forgetting a step or a part

Safeguard : Checklist, Visual Standard Operating Procedure
2. Errors due to Misunderstanding :Not very familiar with the

required operation
Safeguards :Continuous Training, Visual SOP
3. Errors in Identification : Problems in identification or clearness

of required steps or parts.
Safeguards : Training, Visual Training, Standardization
SixCopyright
Sigma Rockwell Automation 2000
GB Material Oct 2013 440
Poka-Yoke Systems
TYPES OF ERRORS
4. Errors due to Lack of Experience : New Employees

Safeguard : Skill Building & Training, Work Standardization
5. Errors due to Lack of Standards : No clear way to perform the

task or job
Safeguards: Standard Operations, Visual Instructions
6. Errors due to Machine Readability : Machine out of spec

Safeguards :TPM , Critical Parts List, Maintain Equipment
History List
Copyright Rockwell Automation 2000 441

Poka-Yoke Systems
TYPES OF ERRORS
Keep in Mind :
Mistakes Happen for many reasons, but almost all

can be prevented if we take the time to identify
WHEN & WHY they happen and take steps to
prevent the recurrence of theses errors and
mistakes by using a systematic approach to
Mistake Proofing aimed at eliminating foreseeable
errors.

Poka-Yoke Systems
POKA-YOKE STRATEGY
Errors
Have About to
Happened Happen
Prevention
Actions
Detection Prediction
Warning

Poka-Yoke Systems
ELEMENTS OF PROCESS
y Information
y Material
y People
y Methodology / Procedure
The four elements of process determine whether a output is

correctly manufactured or not.
Defect Free Processes are a result of Controlled Standards of
Operation in each of these principle areas.

Poka-Yoke Systems
ERRORS AND DEFECTS
Two Arguments :
y Errors are Inevitable !! Humans always will make mistakes.
y Errors can be Eliminated : Any kind of mistake people do can

be eliminated one way or another !!
Where Do You Stand?

Candidates for Poka-yoke in a process
Inputs
Outputs
Feedback
Results

Poka-Yoke Should be Considered When:
Worker Vigilance is Required
Mis-positioning is Likely
SPC is Difficult
External Failure Costs Far Exceed Internal

Failure Costs

Let’s Look at Some Applications Of
POKA-YOKE

What is the poka-yoke here?
The beveled corner of the

diskette pushes a stop in the
disk drive out of the way
allowing the diskette to be
inserted. This feature, along
with the fact that the diskette
is not square, prohibit
incorrect orientation.
There are three poka-yokes in this electronic door lock.
1. Throwing the switch on one door locks them all

2. Doors automatically lock when car exceeds 18 mph
3. No door will lock if switch is activated with door
open
If the batteries or electrical system failed while this bathyscaph was
submerged, how would you ensure it could return to the surface?
The ballast are held in place with electromagnets, which fall off if
power is lost allowing the bathyscaph to ascend

Engineering change form requires different signatures depending on the nature
of the change being considered. Sometimes engineers would get too many
signatures, and sometimes not enough.
The revised form identifies the nature of the change in the columns and
indicates unnecessary signatures in gray. Creating forms that help the user fill
them out correctly is a part of mistake-proofing.

Poka-Yoke Systems
POKA-YOKE
8 MAIN PRINCIPLES
Build Quality into the process

All inadvertent errors and defects can be eliminated
Stop Doing it wrong and start doing it right - now !!!
Do not think up excuses, think about doing it right
A 80 % chance of success is good enough - Focus on implementation
Attack defects and errors as a team
Ten Heads are better than one - Brainstorm ideas, Discuss, Think
Seek out the root cause, use the 5 Whys
Copyright Rockwell Automation 2000 453

Poka-Yoke Systems
POKA-YOKE
Human Errors are usually inadvertent. Poka-Yoke devices

help us to avoid defects before they occur, even when
human errors are made.
Poka-Yoke is a tool that builds Quality into the process
and shifts the attention from detection and inspection to
building it right the first time.

Using Poka-Yoke Systems
Types of Poka-Yoke Systems
• Poka-Yoke Regulatory Functions

1) Control Methods
2) Warning Methods
• Poka-Yoke Setting Functions

Setting function types and examples
1) Contact methods
2) Fixed value methods
3) Motion-Step methods

Using Poka-Yoke Systems
Detection Measures for Poka-Yoke Systems
1) Various Detection Measures

2) Detection Method Functions
3) Contact Detection Methods

Using Poka-Yoke Systems-Example

The 5S Process
Workplace Organization and Standardization

5S is: A systematic approach to organize and
standardize the workplace
Objectives of 5S are:
1. Promote Safety
2. Improve Work Flow
3. Better Product Quality
4. Reduce Inventory Waste
5. Give People Control of Their Workplace

History
5S was originally developed within the Toyota Production
System and consisted of 4S’s
• Seiri – cleaning up
• Seiton – organizing
• Seiso – cleaning
• Shitsuke - discipline
We have adapted the process into 5S’s

•Sort
•Shine
•Set in Order
•Standardize
•Sustain
5-S Implementation
Benefits
Foundation of all other activities

• Discipline to follow standard work
• Reduce Variation
• Expose problems
• Safe working areas
• Waste reductions
• Improve Efficiency
• Space reduction
• Productivity
The 5S Ideals
• Retrieval of data within 1 minute
• Retrieval of tools and supplies within 1 minute
• Organized workplace
• Problems and waste are clearly visible
• Deviations from standard are clearly visible
• Standard procedures are easily understood and
visually clear
• Everybody sticks to the rules
• 5S involves and effects everybody
• Performance is visible and understood by
everybody
With 5S the idea is to go from this

To This

STEP 1
Understanding the Current Condition
1. How close to 5S are we today?
2. How does our work flow today?
3. What does the area look look like today?

How does our work flow today?
Spaghetti Diagram
Raw
Material Tool Crib
WIP
WIP
Component Shelves
= Worker
Finished
Goods
Create a display of the information
The beginning of our 5S process
5S Workplace Scan Checklist - 100 pts. Max. - 85 points Min. Pass

Violations Points
5 or more 0
Rated By: 3 or 4 1
2 2
1 3
0 4
Area Department Date Score

Pre-event Post-Event On-Going
What is needed vs. what is not needed
Only needed equipment, tools, furniture, supplies etc. are present
Walls, bulletin boards, etc. have only needed items
Sort Uneeded items are present in aisleways, corners, shelves, etc.
Uneeded inventory, supplies, parts, or materials are present
Safety hazards, (electrical cords, etc,) on floor or work area
Equipment demonstrates good ergonomics
A place for everything and everything in its place

Correct places for items are visually obvious
Items are in the correct places
Set in Aisleways, workstations, equipment locations are visually indicated
Order Items have not been put away after use
Height and quantity limits for stored items are obvious
Clean to inspect
Floors, walls, stairs, and surfaces are free of oil, dirt, and grease
Equipment is clean and free of oil, dirt, and grease
Shine Cleaning materials are easily accessible
Lines, lables, signs, and other visuals are clean and unbroken
Maintaining the first 3S's

Necessary information is visible
Standards are known and visible
Standardize Checklists exist for all cleaning and maintenance
Items can be located in 30 seconds or less
Making it stick
Assocaites have been trained in 5S
Associates know what they are responsible for to maintain 5S
Sustain Evidence is present that associates are following 5S process
O/C's and Managers are providing needed 5S support
O/C and Managers are following up on positive and negative
Follow-up and CI are being done at least monthly
TOTAL POINTS

Step 2 5-S Implementation
SORT
Determine sorting Talk to area workers

criteria Move items to holding
area
Designate holding
area Update Workplace
Scan display with
Identify person pictures
responsible for holding Use Disposition
area Guidelines for sorted
items.
Copyright
Six Sigma Rockwell AutomationOct
GB Material 2000
2013 468
Determine sorting criteria
1. If it is not bolted to floor, move it to the

HOLDING AREA
2. When it in doubt, MOVE IT OUT

Target items that:
• are safety hazards
• items you have to walk to or search for
• stored items that are not used

Item Disposition Guidance
Directions •Determine the category each tagged item belongs
•Determine required action, record on tag and Unneeded Items Log
•Take action
Category Action
Obsolete •Sell
•Hold for depreciation
•Give away
•Throw away
•Return to supplier
Defective
•Throw away
•Repair
Scrap •Remove to proper location
•Throw away
Trash / garbage
•Recycle
Unneeded in this area •Remove to proper location
Used at least once per day •Carry with you

•Keep at place of use
•Store in area
Used about once per week
•Store where accessible in plant
Used less than once per month
•Store in distance place
Seldom used
•Sell
•Give away
•Throw away
Use unknown •Find out use

•Remove to proper location

SHINE
• Clean everything
• Inspect through cleaning
• Prevent dirt, grime & contamination from

occurring

Set in Order
Results
•No Searching, Bending, or Stretching
•A place for everything, and everything is in its

place

SET IN ORDER
Guidelines for deciding where to put items

The more frequently used, the closer it should be to its
point of use
Every item should have A designated location and be labeled,

shadowed, or color coded
Make everything easy to get and to properly put away
Get items off the floor

STANDARDIZE
There is a place for everything and

everything is in its place
How do we make sure that our changes stick?
• Only needed items are in the area
• Everything needed has a place and is in that place
• Everything needed can be located and returned easily
• Everything is cleaned and inspected regularly

STANDARDIZE
Key Actions
1. Attain 3’s Conditions
2. Make Things Visual
3. Make Temporary Lines and Signs Permanent
4. Use Color Coding
5. Assign Responsibility to Maintain

SUSTAIN
Conditions for Sustaining

• Development of new awareness skills
• Management support
• Ongoing communication
• Make 5-S a part of daily work
• 5 minute 5-S
• 30 minute weekly 5-S meeting with
targets
• Total Employee Involvement
SUSTAIN
Audit the System Regularly –
Establish the minimum standard
Make Everyone Accountable
5S Workplace Scan Checklist - 100 pts. M ax. - 85 points M in. Pass
Viola tions Points
5 or more 0
Ra te d By: 3 or 4 1
2 2
1 3
0 4
Are a De pa rtme nt Da te Score

Pre -e ve nt Post-Eve nt On-Going
W ha t is ne e de d vs. w ha t is not ne e de d
Only needed equipment, tools, furniture, supplies etc. are present
W alls, bulletin boards, etc. have only needed items
Sort Uneeded items are present in aisleways, corners, shelves, etc.
Uneeded inventory, supplies, parts, or materials are present
Safety hazards, (water, oil, coolant, etc,) on floor or work area
Machine guards are in place and in good condition
A pla ce for e ve rything a nd e ve rything in its pla ce

Correct places for items are visually obvious
Items are in the correct places
Se t in Aisleways, workstations, equipment locations are visually indicated
Orde r Items have not been put away after use
Height and quantity limits for stored items are obvious
Cle a n to inspe ct
Floors, walls, stairs, and surfaces are free of oil, dirt, and grease
Equipment is clean and free of oil, dirt, and grease
Shine Cleaning materials are easily accessible
Lines, lables, signs, and other visuals are clean and unbroken
Ma inta ining the first 3S's

Necessary information is visible
Standards are known and visible
Sta nda rdize Checklists are completed for all cleaning and maintenance
Items can be located in 30 seconds or less
Ma king it stick
Operators have been trained in 5S/TPM
Operators know what they are responsible for to maintain 5S/TPM
Susta in Evidence is present that operators are following 5S/TPM process
O/C's and Managers are providing needed 5S/TPM support
O/C and Managers are following up on positive and negative
Follow-up and CI are being done at least monthly
TOTAL POINTS
Comments on specific items:

DISPLAYING BEFORE & AFTER DATA
Before After Good
Add more data to an existing run

chart or control chart. }Improvement
} Remaining Gap
Step 4 changes Target
Prepare new Pareto charts for implemented
those you created in

Before After
Step 2. Make scale and dimensions
the same so you can more
accurately judge degree of } Improvement
improvement.
A1 A2 A3 A4 A2 A1 A3 A4
Draw new frequency plots on the
same scale as the original plots.
Before After

RECALCULATE PROCESS SIGMA
Step Units Opportunities BEFORE AFTER BEFORE
1 40 2 x 40 = 80 61 17 846
Yield = 1–
2 40 1 x 40 = 40 37 1 960
3 40 3 x 40 = 120 113 12 = 1 – .88
4 40 1 x 40 = 40 34 0
= 12%
5 40 4 x 40 = 160 142 8
6 40 1 x 40 = 40 38 0 Sigma = 0.3
7 40 2 x 40 = 80 69 3
8 40 4 x 40 = 160 143 37 AFTER
9 40 1 x 40 = 40 37 0 86
Yield = 1–
10 40 2 x 40 = 80 64 5 960
11 40 2 x 40 = 80 72 2 = 1 – .09
12 40 1 x 40 = 40 35 1
= 91%
960 846 86
Sigma = 2.8

LOOPING BACK TO PREVIOUS STEPS
If you followed your plan
but failed to get the desired
results, you need to retrace
your steps.
− Look for flaws or gaps in
your analysis.
− Review gap with
your manager.
− Pick up with that
step and start
again if necessary.

IMPORTANCE OF CLOSURE
− Recognize the
considerable time and
effort that went into the
initiative.
− Capture the learnings
from the initiative:
> About the problem or process being studied.

> About the improvement process itself.
− Share the learnings—The Knowledge Network.

− Hand over responsibilities for standardization and monitoring to
the appropriate people.

PROJECT CLOSURE
− Improvement must be continuous, but individual initiatives and
project teams come to an end.
− Learn when it’s time to say goodbye.
− Effective project closure weaves together the themes of:
> Project purpose.
> Improvement methods.
> Team skills and structures.
− Develop managerial systems to capture learnings and enable

the organization to address system issues.
− Documentation and recognition are two critical aspects of
project team closure.
− Celebrate!

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SIX SIGMA

Six Sigma GB Material Oct 2013 409

Standardize and Establish Hand Off,

Six Sigma GB Material Oct 2013 410

• Described your ‘Y’ and got the direction of action.

IN THE CONTROL PHASE YOU DEAL

Six Sigma GB Material Oct 2013

Initial Setup FPI in between the checks

Equipment/ Parameters feedback system

Fixtures First approvals, monitor the assignable causes

M aterial Certification before use

M aintenance PM schedules, FPI check after each maintenance

Environment Control environment and PM of environment

Six Sigma GB Material Oct 2013

Self-Audits are an effective method to check the status of the

Six Sigma GB Material Oct 2013 414

PLAN/DO CHECK ACT

Plot time on each order; If time exceeds 2 hours,

Count errors If more than 1 per order,

Six Sigma GB Material Oct 2013 415

PLAN/DO CHECK ACT

Six Sigma GB Material Oct 2013 416

Six Sigma GB Material Oct 2013 417

Incurs expense &

HR does 100% Inspection for Correct form or return to employee.

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The Plan for Doing the Work

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These standards may

Who should do What must be Who in the

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All processes have natural variations (general causes), some

Based on statistical principles, control charts make it possible

Control charts have upper and lower intervention limits, which

Intervention limits are +/-3 sigma limits of the respective

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• A control chart is an "instrument" to classify process dispersion.

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Upper intervention limit

X-Bar Chart for KVOP

Lower intervention limit

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• Selection of appropriate measurement category

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• Everything outside of the upper and lower intervention limits

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• Objective: Monitoring and control of inputs and (long-term):

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Attribute data (number of classification) Variable data (measurement)

Defects per unit Defective parts

Constant Variable Constant Variable

Poisson distribution Binomial distribution Normal distribution

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Build Quality into the process