Topic Overview

Problem Solving without Data If you are developing a process without data, there are quality tools that can be used to assist in problem-solving. This session will outline three common quality tools, process mapping, root cause analysis, and failure mode effect analysis, which can be used for processes without data. These tools can be applied to many different areas including quality assurance, process development, project management, and safety. The session will focus on how to use each tool and provide examples of each tool as well as common linkages between each of the tools.

AgendaIntroduction to Tools

Process Mapping (SIPOC, Detailed)

Cause & Effect (Root Cause Analysis)

FMEA (Failure Mode Effect Analysis

Questions

Process Mapping (SIPOC) Objectives

What is SIPOC

What is the purpose

Key Elements of a SIPOC

Step to Generate a SIPOC

Example

Process Mapping (SIPOC)SIPOC is a high level mapping tool that allows the user to see the process with limited detail. It is often used to narrow down the focus of a bigger process or to aid in project selection.

Key elements

S – Suppliers, those who supply input into the process.

I – Inputs, data, knowledge, resources needed to generate at output.

P – Process, high level view of the process, an activity that transforms the inputs to outputs.

O – Output, what comes out of the process as a result of a transformation

C – Customer, person receiving the output

Process Mapping (SIPOC)

1. Map Process

2. Define Outputs

3. List Customers (who receive output)

4. Identify Inputs (Resources, information)

5. List Suppliers (source of input)

SIPOC ExampleSuppliers• Legal• Author

• Print Shop

• Graphic Design

• Layout Editor

• Print Shop

Input• ISBN #

• Chief Editor

• Template

• Final Draft

• Printed Edition

Output• Hard Copy

and PDF

• Error list

• Corres-pondencew/ Editor

• PDF File

• Advertising

Customers• Editor

• Editor

• Layout Dept

• Print Shop

• Reader

Process• Receive

Draft

• Proof for Errors

• Generate Cover

• Final Approval

• Send to Marketing

Detailed Process Mapping Objectives

Why Do We Process Map (Benefits)

Who Should do a Process Map

Key Elements of a Detailed Process Map

Step to Generate a Detailed Process Map

Symbols

Example

Detailed Process Mapping BenefitsAllows the team to better scope the project as well as documents how the process is currently being performed

Lists all of the process steps

Lists all of the input variables that allow each step to be carried out (KPIV)

Lists all of the output variables (KPOV)

Identifies possible “Hidden Factories”

Assists with root cause analysis

It is a living document that may change as the process improvement is developed

Detailed Process MappingWho participates in the process map????

The TeamEngineersProcess OwnersSupervisorsCustomersAnyone who has a role in the process

Generally NOT a one person exercise!!!!!

Key Elements of a Detailed Process Map KPIV / KPOV Type of Input (C, N, S) Value Added (VA) or Non-Value Added (NVA) Specifications Quality Indicator

Possible Optional Contents Inspection opportunities RTY, PPM, COPQ Types of gages Control Parameters Cost Per Unit

Steps to Detailed Process Mapping1. Identify the process to be mapped (narrow focus)

2. List process steps of the process is currently being performed

3. Label each process as Value Added (VA), Non-Value Added (NVA)

4. List all KPIV’s (X’s) per process step. (Use the Cause-and-Effect diagram to aid you in identifying the KPIV’s for each process step)

5. Identify type of Input, categorize KPIV’s (X’s) as either Controllable (C), Standard Operating Procedure (S), or Noise (N)

SOP – Standard Operating Procedure, An input variable X having a written procedure documented to assist the operator. (examples – setup instructions, changeover, tooling)

C – Controllable, Operator has the ability to make changes within the process setup. (examples – speed, temperature, pressure)

N – Noise, This X has many levels and is not being controlled. Examples (humidity, operator, temperature)

Steps to Detailed Process Mapping (cont.)

6. Document KPIV’s (X) specifications

7. List the KPOV’s (Y) for each step

8. Document the KPOV’s specifications

Detailed Process SymbolsProcess mapping Symbols from Excel

Process Step

Connector

Decision

Start/Stop

Detailed Process In Excel

Click and drag to location on sheet.

Detailed Process MappingInput Type KPIV Specs/Tolerance

Value Added KPOV Specs Data Quality Indices

SOP Location 6" from split NVACorrect Location

Measured

Flush with Table edge Visual

Parallel to side

SOP Location Right Edge NVACorrect Position Visual

Flush to Catapult Base

SOP LocationParallel to base of

Table NVACorrect Position

Measured

Flush with back edge Visual

C Secure? NVA Secure Tape Visual

C Pin Placement 1Proper Pin Placement 1 Visual 120 +/- 2

C Stop Position 2 NVAProper Stop Position 2 Visual 120 +/- 2

C Pull Back Angle 180 +/- 1Proper Pull Back Angle 180 +/- 1

Measured 120 +/- 2

C Ball Type Rubber Right Ball Rubber Visual 120 +/- 2

SOPImplement Start Positions NVA Inspection of Catapult

COperator Position Sitting

Operator Sitting Sitting Visual

SOP Ball Type Rubber NVA Proper Ball Rubber Visual

Start

Position Catapult

Clamp Catapult

Position Tape Measure

Secure Tape Measure

Determine Start Position from Historical Data

Set Up Catapult

Place Proper Ball in Cup

Detailed Process MappingInput Type KPIV Specs/Tolerance

Value Added KPOV Specs Data Quality Indices

CHolding Position

2 Fingers beneath cup VA

Holding Position

2 Fingers beneath cup

Measured 120 +/- 2

C Firing Position Align with left sideFiring Position

Align with left side

Measured 120 +/- 2

N Hold Time < 2 seconds Hold Time < 2 secondsMeasure

d 120 +/- 2

C # of Measurers 2 NVA# of Measurers 2

Measured 120 +/- 2

C

Tape Measure Calibrated/Standard inch tape measure

& Secured

Tape Measure

Calibrated/Standard inch

tape measure &

Secured

Measured 120 +/- 2

NLocation of Measurer +/1 12 inches

Location of Measurer

+/1 12 inches

Measured 120 +/- 2

No

Yes

Fire Catapult

Measure and Record Data

Did Ball Hit

Target?

Stop

Root Cause Analysis Objectives

What is a root cause analysis

Why perform a root cause analysis

How to set up a root cause analysis using the fishbone diagram

Steps to generate a root cause analysis using the fishbone diagram

Example

What is a root cause analysis?

Root cause analysis is a method of organizing and prioritizing brainstorming ideas of potential causes of problems (effects)

Typical root cause analysis tools include the cause and effect diagram (Ishikawa diagram, Reality Tree, Interrelationship Diagraph, and 5 Whys?

Why perform a root cause analysis?

Root cause analysis focuses on the causes of the problem as opposed to the symptoms that the problem creates.

It allows the cause of the problem (effect) to be addressed in a systematic and prioritized manner.

How to set up a fish bone diagram

Cause and Effect Diagram organizes causes into 6 “M” distinct categories.

1.Man2.Machine3.Mother Nature4.Method5.Measurement6.Material

Steps to generate a fish bone diagram

Organize the 6 M’s around the fishboneMEASUREMENT METHODS MATERIALS

MANPOWER MACHINES MOTHER NATURE

Steps to generate a fish bone diagram

Fill in the problem (effect) in the head of the fishbone

Brainstorm with the team potential causes of the effect and list these causes under the appropriate category of Man, Method, Material, Mother Nature, Machine, or Measurement

Rank the most likely causes of the effect and prioritize these causes

Develop timelines to complete the actions needed to address these causes

MEASUREMENT METHODS MATERIALS

MANPOWER MACHINES MOTHER NATURE

Customer leaves restaurant dissatisfied rating

Food in uncooked

Food is over-cooked

Rating not discriminatory

Server is rude Restaurant is cold

Restaurant is hot

Limited menu

Cash register quit

Incorrect amount on bill

Food taste bad

Oven malfunctionedServer non-responsive

Don’t take credit

Don’t take checks

Not enough servers

Not enough cooks

FMEA Objectives

What is an FMEA

What areas typically use an FMEA and why

How to set up an FMEA

Steps to generate an FMEA

Example

What is an FMEA

FMEA is a method for identifying potential failure modes and determining their causes and effects.

Failure modes have scores (RPN value) that are calculated based on severity of the failure mode, likelihood of occurrence, and existing control to detect the failure.

What areas typically use an FMEA and why

Manufacturing processesManagement SystemsDesign of new products and processesService industries to maximize customer satisfactionDefect minimizationIdentifying Safety Hazards

Each of these areas use FMEA to determine and minimize risk.

FMEA TemplateStep Failure

ModeEffect of Failure Mode

Severity of Effect(1-10)

Causes of Failure

Likelihood of Cause(1-10)

Control to Detect Failure

Likelihood of Detection(1-10)

RPN

Severity Scoring of FMEAEffect of Failure Mode Severity of Effect RankCatastrophic without warning Failure is catastrophic with no warning 10

Catastrophic with warning Failure is catastrophic with warning 9

Very High Between 75%-100% of product is rejected. Customer is immediately lost if defect is detected.

8

High 50%-75% of product is rejected. Customer will eventually be lost if other options exist.

7

Medium 25-50% of the product is scrapped without sorting. Customer is aware of the issue and begins looking for other suppliers.

6

Low 0% of product is rejected. 75%-100% of product reworked. Customer is dissatisfied, but loyal.

5

Very Low 50%-75% of product is reworked. Greater than 50% of customers notice the defect if found.

4

Minor 25%-50% of product is re-worked. Between 25%-50% of customer notice the defect if found.

3

Very Minor Less than 25% of product is re-worked. Less than 25% of customers notice the defect if found.

2

None No effect 1

Occurrence Scoring of FMEA

Likelihood of Cause

Probability of Cause Rank

Inevitable Between 90%-100% 10Very high Between 75%-90% 9High Between 50%-75% 8Moderately High Between 25%-50% 7Moderate Between 5%-25% 6Moderately Low Between 1%-5% 5Low Between .001%-1% 4Very Low Between .0001%-.001% 3Rare Between .000001%-.0001% 2Extremely Rare Less than .000001% 1

Detection Scoring of FMEA

Detection Likelihood that Defect is Detected RankNot Detectable 0% chance of detecting defect 10Very Rarely 0%-5% chance of detecting defect 9Rarely 5%-10% chance of detecting defect 8Low 10%-25% chance of detecting defect 7Moderately Low 25%-40% chance of detecting defect 6Moderate 40%-60% chance of detecting defect 5Moderately High 60%-75% chance of detecting defect 4High 75%-95% chance of detecting defect 3Very High 95%-99.999% chance of detecting

defect2

Almost Certain Greater than 99.999% chance of detecting defect

1

Steps to perform an FMEADetermine the process and failure mode Determine the effect of the failure mode and the

severity of the effect using rating scaleDetermine the causes of the failure and the

likelihood using the rating scaleDetermine the control to detect the failure and the

likelihood of detectionCalculate the RPN for the failure modeRPN=Severity*Occurrence*Detection. The higher

the RPN score the greater the failure mode.The RPN score will be utilized to prioritize the

failure modes and develop actions to address their occurrence.

FMEA ExampleStep Failure

ModeEffect of Failure Mode

Severity of Effect(1-10)

Causes of Failure

Likelihood (Occurrence) of Cause(1-10)

Control to Detect Failure

Likelihood of Detection(1-10)

RPN

Call 911

All lines are busy

Must wait for open line

10 (catastrophic)

Not enough phone lines

3 (very low)

Phone usage logs by phone company

6(moderately low)

180

Not enough operators

5(moderately low)

Budgeting for number of calls received

3(high)

150

Call is not answered

Ambulance not dispatched

10(catastrophic)

Not enough operators

5(moderately low)

Budgeting for number of calls received

3(high)

150

All Operators are on lunch break

2(rare)

Time card system

2(very high)

40

Questions?

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