ASQ meeting Granite State chapter · 5/17/2016 · • Problem concentration diagram • Process analysis tools • Process decision program chart (PDPC) • Project planning and

6 in 6 minutes

ASQ meeting

Granite State chapter

Dan Zwillinger

Validation Technologist

Autoliv (Lowell, MA)

17 May 2016

Copyright © 2016 Dan Zwillinger. All rights reserved.

Abstract

Zwillinger | 5/17/2016 | 2

A new teaching paradigm called “6 Sigma in 6 Minutes”

provides an efficient method to increase exposure to 6

tools. Each 6in6 presentation gives a six minute overview of

a 6 tool.

More than 20 different 6in6 presentations have been created.

They are used to acquaint Raytheon employees with 6

tools in different settings, including project kick-offs and

regularly scheduled meetings. They are well received since

they deliver exposure without a large time commitment.

This talk will present the creative solution 6 Sigma in 6

Minutes, plus many examples.


The 6 Challenge

Zwillinger | 5/17/2016 | 3

6 Problems

1. “6 project” thinking: Many think 6 starts and stops.

There are “6 projects”

2. Lack of regular 6 involvement: Few regularly think

“How can I use 6 thinking in what I am doing today?”

3. Lack of 6 exposure: Many employees’ only exposure to

6 was from surveys asking "Does your group use 6?“

Solution Specification

1. Regularly touch employees regarding 6

2. Employee engagements should be fun

3. Communicate several messages

• 6 thinking is used outside of project context

• 6 has tools/capabilities/SMEs that can help you


6 Solution

1. Create presentations that

• Show useful 6 capabilities

• Short enough to expose capability

AND not so long that they bore those uninterested

2. Deliver presentations as part of scheduled meetings

Details of “6 sigma in 6 minutes” (6in6)

1. Each presentation covers one 6 topic (process or tool)

2. Each presentation takes 6 minutes to deliver

3. Each presentation has 1 slide presenting the concept.

A 2nd slide has a worked example or details

4. Each presentation is handed out to participants

5. Deliver presentations at department/section/... meetings

The 6 Challenge – Solved

Zwillinger | 5/17/2016 | 4Copyright © 2016 Dan Zwillinger. All rights reserved.

How many 6 tools are there? 28 – Lean Six Sigma Tools & Templates”

https://goleansixsigma.com/lean-six-sigma-tools/

34 – “Lean Six Sigma Tools” http://www.systems2win.com/solutions/SixSigma.htm

37 – “Six Sigma Tools & Templates” http://www.isixsigma.com/tools-templates/

56 – ASQ, “Quality Tools A to Z” http://asq.org/learn-about-quality/quality-tools.html

54 – 16-week college course, “INSTRUCTIONAL STRATEGIES AND

TOOLS TO TEACH SIX SIGMA TO ENGINEERING TECHNOLOGY

UNDERGRADUATE STUDENTS”, Table 4, http://search.asee.org/search/fetch;jsessionid=enpema3ottk60?url=file%3A%2F%2Flo

calhost%2FE%3A%2Fsearch%2Fconference%2F14%2FAC%25202007Full711.pdf

100 – “BEST FREE SIX SIGMA TOOLS RESOURCE ON THE WEB”, http://www.free-six-sigma.com/six-sigma-tools.html

Zwillinger | 5/17/2016 | 5

Raytheon’s one-day introductory 6s class

• students see 25 tools

• students use 7 tools in class exercises


56 – ASQ, “Quality Tools A to Z”, http://asq.org/learn-about-quality/quality-tools.html

Zwillinger | 5/17/2016 | 6

A• A3 report

• Affinity diagram

• Arrow diagram

B• Balanced scorecard

• Benchmarking

• Box and whisker plot

• Brainstorming

C• Cause-and-effect/Ishikawa/fishbone diagram

• Cause analysis tools

• Check sheet

• Control chart

• Critical incident

D• Data collection and analysis tools

• Decision matrix

• Design of experiments (DOE)

E• Eight disciplines (8D)

• Evaluation and decision-making tools

F• Failure mode effects analysis (FMEA)

• Fishbone/Ishikawa/cause-and-effect diagram

• Five S (5S)

• Five whys and five hows

• Flowchart

• Force field analysis

G• Gage repeatability

• Gantt chart

• Gantt chart template

H• Histogram

• House of quality

I• Idea creation tools

• Impact effort matrix

K• Kano model

M• Matrix diagram

• Mistake-proofing

• Multivoting

N• Nine windows

• Nominal group technique

P• Pareto chart

• Pareto chart template

• Plan-do-check-act (PDCA) cycle or plan-do-study-act

(PDSA) cycle

• Problem concentration diagram

• Process analysis tools

• Process decision program chart (PDPC)

• Project planning and implementation tools

Q• Quality function deployment (QFD)

• Quality plans

R• Relations diagram

• Relations diagram checklist

S• Scatter diagram

• Scatter diagram template

• Seven basic quality tools

• Seven new management and planning tools

• SIPOC+CM diagram

• SMART matrix

• Spaghetti diagram

• Stratification

• Stratification template

• Success and effect diagram

• Survey

T• Tree diagram

V• Value stream mapping

• Voice of the customer table (VOCT)

You know more

than you think!


1. 5S

2. A3 Report

3. AHP - Analytical Hierarchical Process

4. ANOVA - Analysis of Variance

5. Apollo Root Cause Analysis

6. Behavior trees

7. CAIV - Cost as an independent variable

8. CCPM - Critical Chain Project Management

9. COCOMO - Constructive Cost Model

10. CPM - Critical Parameter Management

11. DFMA - Design for Manufacturing & Assembly

12. DOE - Design of Experiments

13. EVMS - Earned Value Management System

14. FMEA - Failure Modes and Effects Analysis

15. Gage R&R (Repeatability & Reproducibility)

16. Hidden Factory

17. Mistake Proofing

18. QFD - Quality Function Deployment

19. RASCI chart

20. Reverse Planning

How many 6in6 presentations?

Zwillinger | 5/17/2016 | 7

Tools have multiple dimensions

• Easy … Hard

• Need Team … Don’t

• Need SME … Don’t

• Need SW … Don’t

• D ... M ... A ... I ... C

21. SMART goals

22. SPC - Statistical Process Controls

23. SUCCES

24. SWOT Analysis

25. TOC - Theory of Constraints

26. TRIZ

27. VOC - Voice of the Customer

28. Value Stream Analysis


and growing!

Example 6in6 QFD(Quality Function Deployment; AKA house of quality)

See “Six Sigma Tools in Six Minutes”, Six Sigma Forum Magazine, Feb 2016

KURT MITTELSTAEDT is senior manager,

design for Six Sigma at Raytheon in

Tewksbury.

He has a master’s in manufacturing systems

engineering from Stanford University.

BRIAN FOLEY is an engineering fellow at

Raytheon in Tewksbury.

He holds a master’s degree in microwave

electrical engineering from the University of

Massachusetts.

DAN ZWILLINGER is the Validation

Technologist at Autoliv in Lowell, MA.

He has a PhD in applied mathematics from

the California Institute of Technology.

He is an ASQ certified Six Sigma Black Belt.


QFD (Quality Function Deployment)

Tool Name Who Why

IPO diagram• input

• process

• output

How hard

graphic

Tool statement

Worked example

Slide 1 Slide 2


6in6 = compressed presentation

256 pages 468 pages 368 pages

Copyright © 2016 Dan Zwillinger. All rights [email protected]

6in6 Examples

Choose appropriate 6in6 presentations for each audience.

Tool Audience

1 COCOMO – Constructive Cost Modeling Management / SW

2 DFMA – Design for Manufacturability and Assembly Mechanical Engineering

3 FMEA – Failure Modes and Effects Analysis All

4 Hidden Factory All

5 Mistake Proofing Mechanical Engineering

6 Reverse planning All

7 Gage R&R (Repeatability & Reproducibility) Manufacturing

8 TRIZ – Theory of Inventive Problem Solving Mechanical Engineering

9 VOC – Voice of the Customer All


Tonight’s Menu

6in6 Examples

Choose appropriate 6in6 presentations for each audience.

Tool Audience

1 COCOMO – Constructive Cost Modeling Management / SW

2 DFMA – Design for Manufacturability and Assembly Mechanical Engineering

3 FMEA – Failure Modes and Effects Analysis All

4 Hidden Factory All

5 Mistake Proofing Mechanical Engineering

6 Reverse planning All

7 Gage R&R (Repeatability & Reproducibility) Manufacturing

8 TRIZ – Theory of Inventive Problem Solving Mechanical Engineering

9 VOC – Voice of the Customer All

Tonight


Thumb voting (Consensus decision-making)

Zwillinger | 5/17/2016 | 13

“thumbs-up” Indicates agreement with the

proposal. “I accept the proposal and want to move

forward with consensus agreement”.

“thumbs-sideways” Indicates incomplete

agreement but “good enough”. “I can live with the

proposal, and want to move forward”.

“thumbs-down” Indicates disagreement with the

proposal. “I do not accept the proposal and want to

discuss before moving forward”.


6in6 Presentations


Constructive Cost Model

(COCOMO)

DifficultyProblem

Estimate

SW labor

Who

SW manager,

Reviewer

1. Identify software product

2. Estimate Lines Of Code (LOC) needed

3. Select COCOMO model: basic / intermediate

4. Determine needed product attributes.

For the basic model:• Organic – small team / good experience / flexible

requirements

• Semi-detached – medium team / mixed experience

& requirements

• Embedded – tight constraints

5. Create COCOMO estimates

• Labor in person-months

• Schedule in calendar months

COCOMO

estimationTime estimate

Lines of code

System attributes

The Constructive Cost Model

(COCOMO) is a software cost

estimation model which uses

SW lines of code (SLOC) for

estimating work and duration

Basic COCOMO equations

Labor = a (KSLOC)b

Schedule = c (Labor)d

Software project a b c d

Organic 2.4 1.05 2.5 0.38

Semi-detached 3.0 1.12 2.5 0.35

Embedded 3.6 1.20 2.5 0.32

Intermediate COCOMO calculator available at http://csse.usc.edu/tools/COCOMOII.php

Labor estimate


Constructive Cost Model

(COCOMO)

Intermediate

Estimating a 50K SLOC project.


INPUT

OUTPUT

Failure Mode Effects and

Analysis (FMEA)

DifficultyProblem

Assessing and

prioritizing risk

Who

SME, Team,

Customer

Process1. Determine FMEA type: Defect (FMEA), Design (DFMEA), or

Process (PFMEA) and obtain appropriate tables

2. At each level (from low to high) identify potential failure modes

3. For each failure mode, using standard tables

• Determine Severity rating (how bad is it if it occurs)

• Determine Occurrence rating (how often it will occur)

• Determine Detectability rating (how likely to detect)

(Measure each on a 1–10 scale; larger numbers are worse)

5. For each failure mode, multiply the three numbers to obtain a

Risk Priority Number (RPN)

6. For the highest RPNs determine mitigation strategies

FMEA is a systematic,

proactive method for evaluating

a process

• to identify where and how it

might fail and

• to assess the relative impact

of different failures,

in order to identify where the

process must be changed

FMEAs are done whenever

failures result in harm.

Types of FMEA's

Design – DFMEA – focuses on

components and subsystems

Process – PFMEA – focuses on

manufacturing and assembly

processes

Failure Mode

Effects and

Analysis

(FMEA)

Process

Prioritized list of

failure modes

Risk reduction

strategies

System to be analyzed

Process owners

FMEA SME

Planning Documents


AIAG (Automobile Industry Action Group) creates standards for North American auto industry

Severity Detectability Likelihood

Example:

arranging this presentation

Failure Mode Effects and

Analysis (FMEA)

Failure mode

Forget to show up

Forget to bring presentation

Can't find location

Hungry during presentation

Severity

High

High

High

Low

S O D

9 3 3

9 1 3

9 1 1

1 3 1

RPN

81

27

9

3

Mitigation

Contact on event day

Email presentation

Occurance Detection

Medium Medium

Low Medium

Low High

Medium High


Gage R&R (Reproducibility & Repeatability)

DifficultyProblem

Measurement

Systems Analysis

Who

Technicians,

SME

Process1. Determine standard to meet

• Example: AIAG = Automotive Industry Action Group

2. Specify measurement strategy

• Example: 10 parts & 3 operators & 3 measurements each

3. Specify how samples are obtained

• Example: “randomly”, “sequentially”

4. Obtain samples

5. Obtain measurements

6. Perform analysis of data and make conclusions

• Use of software packages is recommended!

7. Document the results

Measurement variance includes

• The product variation

• The equipment variation

(repeatability)

• The operator variation

(reproducibility)

Gage R&R

Process

Determine

measurement

system

adequacy

Measurement system

to be analyzed

Components

Operators

Gage R&R SME


A Gage R&R study determines

the measurement error in

measurement systems.

Addresses measurement system

precision (not accuracy).

GRR approaches

• ANOVA approach

• AIAG approach

• EMP approach (“evaluating the

measurement process”)


Gage R&R – Sample Minitab output

GRR Types

• Crossed GRR: each operator measures

each part

• Nested GRR: only one operator

measures each part

http://www.minitab.com/uploadedFiles/Documents/sample-materials/TrainingSampleMeasurementSystemsMTB16EN.pdf

NDC = Number of Distinct Categories

• NDC is the number of non-overlapping

97% confidence intervals that span the

product variation.

• NDC should be at least 5 for the study to

be considered valid.

Examples

• NDC = 3 {Low, Medium, High}

• NDC = 5 {VL, Low, Medium, High, VH}

squares

Less than 10%

measurement system

might be acceptable

What percentage of

the allowed tolerance

has been used

Theory of Inventive Problem

Solving (TRIZ)

TRIZ (pronounced TREEZ)

Russian acronym for

“Theory of Inventive

Problem Solving”

DifficultyProblem

Technical

Contradiction

Who

SME, Team

Process1. Create Specific Problem statement.

• Find contradictions among 39 universal attributes.

• Define improving factor (A) and factor (B) which

changes when (A) improves

2. Create Generic Problem statement:

Want to change (A) yet (B) deteriorates

3. Use contradiction table to identify which of 40 universal

principles can be used to eliminate the contradiction

(A) is the row and (B) is the column.

4. Sequentially brainstorm the generic solutions to

create specific solution(s) for your problem

5. Evaluate potential solutions

Physical Contradiction Algorithm

Generic

Contradiction

Problem

Generic

Solution

Approach

Specific

Problem

Specific

Solution

Problem

Abstraction

Table

Look-up

Apply to

Specific

Problem

Solution

Theory of

Inventive

Problem

Solving (TRIZ)

Process

List of potential

solutions

Technical contradictions

TRIZ SME

Design or problem team

TRIZ documents


Step 1 Beverage Can ImprovementWant to improve wall thickness subject to

undesirable effect of stress

A=("#4, length of a nonmoving object“)

B=("#11, stress“).

segmentation spheroidality

Step 2 Contradiction Table

…Solution techniques: 1 14 35

Col 11

Row 4

(A)

(B)

1. SEGMENTATION

2. TAKEOUT

3. LOCAL QUALITY

4. ASYMMETRY

5. MERGING

6. UNIVERSALITY

7. NESTED DOLL

8. ANTI-WEIGHT

9. PRELIMINARY ANTI-ACTION

10. PRELIMINARY ACTION

11. BEFOREHAND CUSHIONING

12. EQUIPOTENTIALITY

13. OTHER WAY ROUND

14. SPHEROIDALITY

15. VARIABILITY or DYNAMICISM

16. PARTIAL or EXCESSIVE ACTION

17. ANOTHER DIMENSION

18. MECHANICAL VIBRATIONS

19. PERIODIC ACTIONS

20. CONTINUITY OF USEFUL ACTION

21. "SKIP"

22. BLESSING IN DISGUISE

23. FEEDBACK

24. INTERMEDIARY

25. SELF-SERVICE

26. COPYING

27. SERVICE LIFE - cheap/short vs. expensive/long

28. MECHANICS SUBSTITUTION

29. PNEUMATIC or HYDRAULIC CONSTRUCTIONS

30. FLEXIBLE SHELLS and THIN FILMS

31. POROUS MATERIALS

32. CHANGE OF COLOR

33. HOMOGENEITY

34. DISCARD and RECOVER

35. CHANGE PHYSICAL or CHEMICAL PARAMETERS

36. PHASE TRANSITIONS

37. THERMAL EXPANSION

38. STRONG OXIDANTS

39. INERT ATMOSPHERE

40. COMPOSITE MATERIALS

Step 4 Brainstorm specific solutions using:

1. Segmentation Principle

Divide an object into independent parts.

• Replace mainframe computer by personal computers.

• Replace a large truck by a truck and trailer.

• Use a work breakdown structure for a large project

Make an object easy to disassemble.

• Modular furniture

• Quick disconnect joints in plumbing

Increase the degree of fragmentation or segmentation.

• Replace solid shades with Venetian blinds.

The 39 Engineering Parameters

1. Weight of moving object

2. Weight of nonmoving object

3. Length of moving object

4. Length of nonmoving object

5. Area of moving object

6. Area of nonmoving object

7. Volume of moving object

8. Volume of nonmoving object

9. Speed

10. Force

11. Tension, pressure

12. Shape

13. Stability of object

14. Strength

15. Durability of moving object

16. Durability of nonmoving object

17. Temperature

18. Brightness

19. Energy spent by moving object

20. Energy spent by nonmoving object

21. Power

22. Waste of energy

23. Waste of substance

24. Loss of information

25. Waste of time

26. Amount of substance

27. Reliability

28. Accuracy of measurement

29. Accuracy of manufacturing

30. Harmful factors acting on object

31. Harmful side effects

32. Manufacturability

33. Convenience of use

34. Repairability

35. Adaptability

36. Complexity of device

37. Complexity of control

38. Level of automation

39. Productivity

Step 3 From Contradiction

Table universal principles

1 (Segmentation),

14 (Spheroidality), and

35 (Change physical or

chemical properties).

1. Segmentation

Theory of Inventive Problem

Solving (TRIZ)


http://triz40.com/TRIZ_GB.php

http://www.triz40.com/aff_Matrix_TRIZ.php

Design for Manufacturing &

Assembly (DFMA)

DifficultyProblem

Reduce

product cost

Who

SME, Team

Methodically apply the DFMA principles

1. Minimize the number of parts

2. Minimize the use of fasteners

3. Standardize

4. Avoid difficult components

5. Use modular subassemblies

6. Use multifunctional parts

7. Minimize reorientations

8. Use self-locating features

9. Avoid special tooling

10. Provide accessibility

11. Minimize operations & process steps

Design for

Manufacturing

& Assembly

(DFMA)

Process

Improved

design

Preliminary design

Team

DFMA SME

Design for Assembly (DFA)

Concerned with reducing

product assembly cost

Design for Manufacturing (DFM)

Concerned with reducing overall

part production cost


The application of DFMA Principles

reduces unit cost while improving

producibility and yield.

Design for Manufacturing &

Assembly (DFMA)

The “how” for DFA1. Minimize part count

2. Design parts with self-locating features

3. Design parts with self-fastening features

4. Minimize reorientation of parts during assembly

5. Design parts for retrieval, handling, & insertion

6. Emphasize “Top-Down” assemblies

7. Standardize parts…minimum use of fasteners.

8. Encourage modular design

9. Design for a base part to locate other components

10. Design for component symmetry for insertion

Specific items to consider• Identify quality (mistake proofing) opportunities

• Identify handling (grasp & orientation) opportunities

• Identify insertion (locate & secure) opportunities

• Identify ways to reduce secondary operations

Which parts are essential?


Hidden Factory DifficultyProblemUnknown waste activities

WhoTeam,SME

1. Assemble team2. Scope the mapping effort3. Choose appropriate tool

• Spaghetti diagram• Time value map• Process map• Swim lane diagram• Turtle diagram• …

4. Map the process5. Identify waste, and remove

Hidden

Factory

process

Team

SME

Existing processes

Improved processes

DOTWIMP 7 classic types of waste• Defects• Overproduction• Transportation• Waiting• Inventory• Motion• Processing

Value Added Activity• Customer willing to pay for it• Changes the “thing”• Done right the first time

The Hidden Factory are the processesthat reduce quality or efficiency that are unknown to those seeking improvements.


Tools for identifying the hidden factory

Process map

Time value map

Spaghetti map Swim lane diagramCopyright © 2016 Dan Zwillinger. All rights reserved.

Mistake-Proofing / Error-Proofing(Poka-Yoke)

DifficultyProblemMistakes can be mitigated

WhoTeam,DFSS SME

Implement the following principles as applicable:1. Eliminate – remove task/part that allowed errors2. Replace – use a more reliable process3. Prevent – change task/part to make errors impossible 4. Facilitate – make work easier to perform5. Detect – identify & resolve before further processing6. Mitigate – minimize the effects of errors

Mistake-Proofing• finding and correcting problems as

close to the source as possible.• helps with production, operations

maintenance, and servicing.

Mistake

Proofing

process

Team

DFSS SME

Existing designImproved design

Design paradigms

Auto examples• Unleaded gas tank opening• Gas cap tether preventing loss• Car doors lock at 18 mph• Car key cannot be removed unless car

is in “park”

Other Examples• Record tabs on VHS & cassette tapes• Automatic spell check on computers• Sink overflow outlet• Telephone cable plugs - asymmetric• Elevators don’t shut doors on people• Dryer stops when door opened• Opening file drawer locks other

drawers


•Zwillinger | 5/17/2016 | 28

Mistake-Proofing (Poka-Yoke)

Prevent – “should be as symmetric or as anti-symmetric as possible”

Mitigate – To insure that cars will fit in a garage with a low clearance, garages have a go/no-go gauge at the entrance.

Which dial turns on which burner?


Reverse Planning(AKA backward design)

DifficultyProblemNeed process to reach a goal

WhoSME, Team

1. Identify the end objective2. Define the Product Network: Products required;

define dependencies between them3. Define the Activity Network: Activities necessary to

create the products; define their dependencies4. Populate the Network Data: Durations, Critical

Resources, and Definition of “Done”5. Review and optimize the Network

Reverse Planning is a high energy, team-building approach to develop schedules based on network logic.

When should I use it? When …. … determining needed activities … building a schedule … creating a detailed plan to

support an existing schedule

ReversePlanningProcess

Aligned TeamDetailed Plan

ObjectivesStakeholders

Reverse planning SMEExisting Planning

Documents


Basic Principle• Start with the end goal of the project/program.• Product Network: work back to the beginning

by repeatedly asking “What are the minimal things I need to get to this point?”

• Focus on “things” and connecting “links”• Activity Network – who does what? When?

• Focus on the tasks for each link• Network data – all details in agreement?

Typical Characteristics• Team-building event

• Cross-functional team including those with detailed understanding of work to be done

• Fosters communication that often doesn’t happen otherwise

• System focused rather than siloed• Yields a highly detailed, fully linked, resource

loaded schedule with identified constraints

Develop a detailed plan

“Start with the end in mind”

Reverse Planning

“Reverse planning is a specific

technique used to ensure that

a concept leads to the intended

end state.”


Voice of the Customer

(VOC)

DifficultyProblem

“Hearing” the

customer

Who

SME,

Customers

1. Identify product

2. Identify customers along the value stream

3. For each customer – find product attributes

A great product is one that results in __?

A great product is one that is ________?

A great product is one that has_______?

Problems in similar products_________?

4. Determine priorities

Voice of the

customer

(VOC)

acquisition

VOCCustomers

SME Wants

Don’t wants

The VOC represents the

customer’s thinking; it contains

Functions

Features

VOC flows through the value stream:

1. Customer to (e.g., NASA)

2. customer to (e.g., Bus Develop)

3. customer to (e.g., Systems Eng)

4. customer to (e.g., Hardware)

5. customer to (e.g., DFMA team)

6. …

Traceability of “local VOC”s – perhaps

via QFDs – ensures VOC alignment


VOC is part of a product’s “chorus”

VOB – Voice Of the Business

VOC – Voice Of the Customer

VOCO – Voice Of the COmpetitor

VOTE – Voice Of The Environment

Voice of the Customer

(VOC)

Kano model

Three basic categories of customer needs

• Delighters – the WOW factor in a

product or application.

• Performance – the more of it, the better

• Basic Needs – these are must have’s


Example: car seat belts

• 1950’s – wow!

• 1960’s – becoming an expectation

• 1970’s – must have

Need to understand the customer’s

needs to delight the customer