Bb Wk1 210 Define Phase Review

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Black Belt Training Ford ProprietaryCopyright © 2005-2006, Ford Motor Company – All Rights Reserved

Define Phase

Review



g

Define Phase Review

Black Belt Training Slide: 1

Defining the problem to be addressedwithin the context of the Voice of theCustomer (VOC) and it‟s linkage to theorganization‟s Business Plan

Translating Customer needs intoquantifiable requirements and identifyingthe processes responsible for thoserequirements

Identify the shortfall in process

performance vs. these requirements (i.e.the „gap‟)

Establishing the Scope and Goals for theproject, then contracting for success withthe Business Plan and Process Owners

Define Phase

In this phase, the team creates the foundation for a successful 6-Sigmaproject by:



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Customer Values




Define Review Pg 3

Value Defined By The Customer

For something to add value:

• It must change the product or service

• Quality

- It must meet the customer‟s needs/specifications

• Delivery - It must be on time

• Cost

- It must be something the customer will pay for




Define Review Pg 4

Cost Quality Delivery

How Do Customer CTSs Relate ToThe Y=f(x) Of Our Processes

Process

X1

X2

Y(VOP)

“Correct” (In-Spec.)

Xn

X3

Process Input

Variables(PIV)

Process Output

Variables(POV)

Customer‟s

Needs andExpectations(VOC)

Critical To Satisfaction

(CTS)

Control the INPUTS to achieve the desired OUTPUTSthat satisfy our customers‟ expectations.




Project

Identification, Selection, Scoping,

And Definition




Define Review Pg 6

Project Identification Continuum

• Discrete projects are identified and chosen by Black Belts

• Management brainstorms and identifies projects

• Projects are selected from a brainstormed list and mappedback to the strategic goals of the firm

• Strategic goals are determined and projects Flow Down fromthese goals based on available data

• Strategic goals are determined and a statistical relationshipis used to describe how the strategic goal is improved bycompleting the project

Least

Desirable

Most

Desirable

Management should only apply resources to activities that supportthe top business objectives (as defined and measured in the

organization‟s Business Plan/Scorecards)




Define Review Pg 7

Project Scoping

• The scope of a project refers to boundaries of the process and/or

the problem

• It is primarily the Project Sponsor‟s responsibility to define the initial scope

but the Black Belt and the Process Owner may be involved due to their closer involvement with the actual processes

Guidelines:• Brainstorm the start and end points of the process

- What will and will not be addressed?

• Evaluate potential issues vs. sphere of influence

- Are the boundaries within your control (organizationally)?

• Avoid scope creep




Define Review Pg 8

Project Scoping

• Projects must be scoped to deliver improvements aligned to customer

satisfaction and business goals while remembering:

- If the scope is too large, the project will not be completed on time

- If it is too small, the Return On Investment may not justify the project

• SIPOC process maps assist in scoping and defining the project

- Detection vs creation points

- MSA and process capability validation

- Operational definition of project focus

CTSs CTSs

-Development of customer standards

-Development of processes for newproducts/services

DM AIC

DCOV




Define Review Pg 9

Typical Issues With Problem Statements

• Problem does not link to Voice Of Customer (no CTS link)

• Scope of problem too large/too small(refer back to criticality of proper scoping)

• Problem poorly defined or not quantifiable/vague

• Quantification based on anecdotal information

• Includes $ as the defect

- Save $250K on assembly line 1

• Stated as predetermined solution instead of as problem

- $250K on assembly line 1 by replacing old equipment



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Six Sigma Academy International, LLC All rights reserved; for use only in compliance with SSA license.

Define Review Pg 10

The CTSs And The Defect Definitions

CTS

• The Problem Definition needs to include the CTSs that you areaddressing (providing a CT Tree or matrix as an attached reference isgenerally of value)

Defect Definition

• The project needs to have its Defect Definition CLEARLY established

- It must be aligned to the CTSs

- It must be CONCISE

- It must clearly establish what makes the result good or bad, asdefined by the customer

- It is what will define our DPMO

• DMAIC is a FIND-and-FIX approach- If you do not have defects (DPMO), you cannot reduce them

• If you do not have a Defect Definition, you don‟t have defects




In-Process Metrics

Cost Quality Delivery

Process

X1

X2

Y(VOP)

“Correct”

(In-Spec.)

Xn

X3

Process InputVariables

(PIV)

Process OutputVariables

(POV)

Customer‟s Needs and

Expectations(VOC)

Critical To Satisfaction(CTS)





Define Review Pg 12

Definition

Metrics:

• Measure key parameters describing how a process or productis performing

• Measure CTQs, CTCs and CTDs

• Critical in developing project baselines and improvement goals

• Allow us to measure ourselves against customer value expectations

• Communicate level of conformance to standards

Six Sigma projects begin and end with metrics.Measure the things that matter.

All DMAIC projects have an initial and final DPMO and Z value.

Note: Z value is defined in the Process Capability modules.





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Defect vs. Defective

• Defect is a single instance of non-conformance to a customer

requirement

- e.g., a die has six numbered faces; if one face is not properlynumbered, it has one defect. If three faces are improperly numbered,it has three defects

• Defective is a unit containing one or more defects- e.g., whether a die has one bad face or three, it is still a defective die

- Always considered a fail on a pass/fail scale





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Defects Metrics

•Defects Per Unit (DPU) =

•Defects Per Opportunity (DPO) =

•Defects Per MillionOpportunities (DPMO) =

•Parts Per Million (PPM) =

Unitsof Number

DefectsTotal

iesOpportunit Units

DefectsTotal

*

000,000,1**

iesOpportunit Units

DefectsTotal

000,000,1*TotalUnits

nits DefectiveU





Define Review Pg 15

Yield Metrics

Final Yield

• Classical yield that ignores role of “Hidden Factory”

• YF = Successes/Units Submitted

Throughput Yield

• Used to measure quality at a single process step

• YTP = Units through the STEP right the first time/units submitted

Rolled Throughput Yield

• Probability of zero defects

• YRT = Product of Throughput Yields across the entire process

Normalized Yield

• Represents the probability of a unit passing through ONE process step or opportunitywithout rework or scrap

• . RT

1

Yk

NY


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Lean Performance

Metrics



Define Phase Review

Black Belt Training Slide 17

First Time Through (FTT)•Percentage of units processed at Evaluation Point that meet Quality Guidelines first timewithout being repaired, retested, returned from within plant, or scrapped.

Dock-to-Dock (DTD)•Time elapsed between unloading raw materials and releasing finished goods for shipment

Build-to-Schedule (BTS)•Percentage of products scheduled for a given day that are produced on that day in the rightsequence

Overall Equipment Effectiveness (OEE)•Measure of the ability of equipment/process to consistently produce products which meetQuality Guidelines without disruption at the designated cycle rate

Total Units Processed - Units Not OK

Total Units ProcessedFTT @ an EP = X 100 %

PRODUCTION DTD =Inventory (Control Part)

End of Line Rate

BTS % = % Volume x % Mix x % Sequence

OEE = Availability X Performance Efficiency X Quality Rate


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Contracting for Success



Define Phase Review


Contracting for Success

A Project Charter is a contract between the managementsponsor (Project Champion) and the 6-Sigma team that:

• Defines the problem and business case

• Scopes the project and establishes the expected outcome

• Identifies roadblocks and enablers for success.

The process and outcomes of the creating the Project Charter are far more important than the piece of paper itself.

The charter/contract should be completed prior to project start

and updated if items above are significantly impacted.

A weak Charter is a Red Flag for a poor contract

between the Project Champion and 6-Sigma team



Define Phase Review


Key Summary Points for Project Charters:

State the problem in clear, concise, and measurableterms, i.e., a “Problem Statement”

Define the Business Case by providing justification for conducting the project

Define initial project Scope and refine as the projectcontinues

State the Goal and desired results in measurable terms

Define Team roles and responsibilities

Identify and leverage Enablers – lessons learned andpotential resources



Define Phase Review


Toll Gate Project Reviews

Communication required at each phase for the Black Beltto ensure alignment (contract maintenance)

Review performed by Champion and Master Black

Belt/Black Belt

Each Toll Gate review should cover:

• Goal/purpose

• Deliverables

• Key questions



Define Phase Review


Champion Role and Accountability

Identification, selection, definition, scoping, and prioritization of projects

Establishing and maintaining strong contracts with Black Belts

Overall management of 6-Sigma projects within their area, includingproviding resources and removing barriersThe Champion should also be held accountable for the effectiveness

of the 6-Sigma program in their areas.

This is usually performed through the development of a set of

metrics indicating the effectiveness of the 6-Sigma effort.The accountability is achieved by tying the 6-Sigma Metrics to

the Champion‟s performance and merit review.

The Champion is responsible, and should be heldaccountable for:

D fi Ph R i



Define Phase Review


Black Belt Roles and Accountability

Establishing and maintaining a strong contract with theProject Champion

Timely completion of their project in accordance with theProject Charter

Identification of project barriersRealizing the project benefits in terms of cost, timing,

quality, and/or customer satisfaction. Accountability isachieved by tying the 6-Sigma project benefits to the BlackBelt‟s performance and merit review.

The Black Belt is responsible, and should be heldaccountable for:





Define Review Pg 24

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Bb Wk1 210 Define Phase Review