University Department Server DMAIC process

Improving Patient Bed Wait time in HealthcareDate: 19 November 2014Team members:Priyanka Priyanka.Ahmad Almatrood.TECH 58100Analyze Phase

Project / Project Charter Review

Project Charter (continued)

Data Collection SummaryWe take 10 samples of the process time for having the beds clean and ready for the new patients.

Descriptive Statistics

After reviewing the statistics data and discussing with our customer, we decided to shift the mean to be 120 minutes.

Graphic representation

Critical to Quality Tree (CTQ)

Cause/Effect MatrixSorted dataWait time to notification95Knowledge of the process85Wait time80Patient instruction sheet65Instruction from RN60Patient instruction text files55Wait time between processes55Instructions from RN38

Y=f(x's) statementFrom our analysis thus far we can interpret the wasted time in estimating (Y) is largely due to the two inputs(Xs). These inputs are the process that run the output.This relationship can be described by the function:

Where:Y = Minimum wastage time in bed tracking systemX1= Wait time to notificationX2 = Knowledge of the processY=f(X1 + X2)

KPIV / KPOV Graph

Gantt chart

ConclusionsAnalyze phase.Process Inputs and Outputs.Process data.In conclusion:We conclude that we have issues with two steps in the process and that causes waste time on an average of 218 minutes.Wait time to notification.Knowledge of the process.Our goal is to reduce the time to be 120 minutes.

Thank YouCharterImproving Patient Wait time in HealthcareBasic InformationTeam Members: priyanka priyanka - Ahmad Almatrood.Location: Indianapolis, INBusiness CaseWhat is In ScopeWhat is Out of ScopeDelay in the emergency department and post anesthesia unit (PACU) resulted a situation when patients wait time for bed and staff is increased, which leads to a lot of dissatisfaction in patients. By reducing this wait time will increase satisfaction in patients and leads to growth of profit in hospital.If this approaches unsuccessful, then there would be more delay in the emergency and PACU, which leads to increased frustration in patients, staff and loss of revenue.Bed assignment turnaround time is in scope. Total turnaround times is the time which starting from the discharge instruction given to patient to the registered nurse made aware of a clean and ready the bed for next patient. The number of patients admitted and profit to the hospital is out of scope.

Problem StatementObjective StatementWhat? Time to process.Increase efficiency and reduce wasted time by reducing system process time by X% while enhancing the overall system and services.Where? Professor system.When? When professor and students use the systemHow Much? Wasted time is being reduced by X%How do I know? Students enrollment to the class have decreased X%FinancialsProject Plan (Finish Dates) Hard SavingsSoft SavingsDefineMeasureAnalyzeImproveControl11-Aug-1414-Aug-1416-Aug-1418-Aug-1421-Aug-14Key Metrics Type ( P / S / C )BaselineGoalEntitlementUnitTime WastedPMinutes/processStudent enrollmentsS

BMGI Tool SelectionToolDefinitionWhen to UseKey Questions to Answer Notes:4 Quadrant AnalysisA tool used to compare multiple improvement ideas against two key variables in order to select the items that a Kaizen team will immediately begin to work. Usually the ideas are judged against significant impact (to improvement metrics) and timing.Use this tool when you need a quick method to determine the improvement ideas to be implemented during the Kaizen run week.Do I have a long list of good improvement ideas?

Do I need to determine what a limited group of resources need to work on in order to make an immediate impact?5 Why'sThe process of asking "Why" five times in order to drive the problem statement down to the root cause level.Anytime that a problem is first being studied.

When the process was in a steady state and some change has occurred for the worse or better.Do you really understand what the root cause of the problem is?

Is your course of action really going to resolve the situation?

Why is that a problem?

A very simple, but powerful tool. Can be used out in the Genba with a flipchart to drive to the correct problem statement.5-SEnabler for making sure you have the right material at the right time

Key ingredient for organizing a workplace to enable flowThis is a foundational tool.

Should be used in an ongoing basis in all departments.

As a building block to any Kaizen or improvement effort.

How much time do I spend searching for items?

Is everything in its place and a place for everything?

Does the place look neat, clean, and organized?

What method is in place to sustain the 5S? Can I readily tell when there is a problem?Will highlight problems with flow and equipment operation.

Improves morale.

Frees up floor space.Affinity DiagramThe affinity diagram is the product of a team's brainstorming and consensus activities. This process groups large amounts of data into logical elements based on the natural relationships among items.When you need to identify key ideas for process improvement.

When you need to identify patterns among seemingly unrelated factors.Do you need to maximize the creativity of your breakthroughs?

Do you need to reduce a long list of improvement ideas or potential problems down to a manageable level?

Do you need to decide which single improvement idea may have the greatest overall impact?Assemble post it notes, craft paper, etc ahead of time.

Allow people to move ideas into affinity groups without much debate at first.

C and E MatrixMatrix that identifies a few key process input variables that must be addressed to improve the key process output variables. Similar to a fishbone diagram but in matrix form.When you need to see what effect various inputs and outputs have on ranked customer priorities.Do you understand which of your process steps have the biggest impact on your customer?This tool really focuses the efforts of the team.Cellular ManufacturingA manufacturing cell or transactional work cell comprises a group of equipment or processes, usually laid out in the shape of a U, that is dedicated to the complete production of a family of parts or services.This is a foundational tool.

Use this tool when trying to maximize flow and flexibility while reducing inventory.Can you get to one piece flow?

Do you need a process that will vary output to match demand?All work cells do not have to be in an "U" shape. Select a shape that will maximize your resources, but always consider the "U" first.Control ChartsControl charts are line graphs that display a dynamic picture of process behavior. A process variable or attribute can be measured on some given frequency and that value is plotted verses time on the line graph. Use this tool when you need to make a realtime process performance visible and you need to react to issues quickly.Do I have a stable, in control process?

Does the associate know when to make adjustments to the process and when to contact additional resources for assistance?You must select the correct control chart system for the type of data being collected.

Control Charts are still somewhat reactive in nature so look for the mistake proofing opportunity. Corrective Action KaizenA collection of quality improvement tools used to reduce readily identifiable variation and or defects resulting in a sustained stable process.When there is a great deal of variation or defects within a process either transactional or manufacturing but the root cause is known with relative certainty.Have you completed a Cause and Effect Diagram?

Does your control chart demonstrate how you have changed your noises to constants?

What does the Pareto show is the root cause of the 80%?

How are you measuring sustainability?Eliminates easier to see quality issues and prepares the way for other tools such as standard work or a DMAIC project.Daily ManagementManagement process and tools which drive improvement in Value Stream KPIs at the Genba.

Examples include production control boards, communication boards, KPI's and daily "Green Area" meetings.To manage daily process through conversion of batch to lean manufacturing, and beyond conversion to make continuous incremental improvement. If a process area lacks sound daily management then most improvement activities will only be marginally realized.Do we understand how to manage the factory floor on a daily basis?

Are we having difficulty with OTD, Past Due, quality, efficiency etc.?

Do the Associates at the cell know what they need to produce today and in what sequence?\Solution Need/ Want ComparisonA Decision Analysis tool that is used to compare several solutions to understand which one is the most balanced. It is rooted in understanding what are customer requirements (needs) and what the customer finds favorable (wants).When there are several good solutions that could be implemented but resources only allow for one option.Do you have multiple good solutions?

Have you thoroughly evaluated what is important to the customer?The highest want is valued at a 10 and then the rest of the wants are scaled proportionally to the highest want.

Needs are considered "Musts."Design For Six SigmaA process to ensure designs can be manufactured at required Sigma levels to meet the customer expectations and manufacturing capabilities.When designing or redesigning any product or service that demonstrates variability concerns.Have I completed a DFSS as part of developing a new product or process?This tool will yield a more robust design and an effective product launch with reduced engineering changes post product launch.Design of Experiments DOE is the purposeful changing of Inputs to a process to observe the corresponding changes in the OutputsAs part of new product/process development

To tackle an on-going quality problem that has an unknown root cause.Have you first done an MSA / Gage R&R?

Is standard work in place?

Do you need to first do a corrective action kaizen to reduce the number of inputs?A DOE is mathematical model that describes the relationship between the inputs and outputs of a process. It generally takes someone with extensive training to complete and analyze properly such as a Six Sigma Green Belt.DMAICA variation reduction methodology used primarily for the reduction of variation in complex processes. DMAIC stands for define, measure, analyze, improve and control.To understand and reduce the variation of a complex process. This variation may be leading to a wide variety of issues such as, defects, over usage of raw materials or leadtime issues. Have we done a corrective action kaizen first?

Do we have GB/BB resources available?

Have we tried other Lean tools first that may eliminate "background noise"?Typically a DMAIC project and can take up to several months to complete. Often the Improve phase can be accomplished utilizing a Kaizen event.Fishbone DiagramThe Fishbone diagram typically displays major generic categories such as manning, methods, materials, equipment, measurement and mother nature that cause an effect, often perceived as a problem.To assist a team to reach a common understanding of a problem and its root causes.

To expand the team's thinking and consider all potential causes.Have we investigated all aspects of the problem?

Have you organized the x's into affinity groups?

Do not overload categories. Establish another category if more detail is desired.

This tool is more effective when used in conjunction with other decision making tools such as the 4 Quadrant Analysis.FMEAA failure mode effect analysis (FMEA) is a technique that allows a cross-functional team to identify potential failure modes that may occur as a result of design or process deficiencies.When you need to develop and plan possible solutions or change.

When you need to evaluate a quality system for protection of your customers.Do you understand which process deficiencies will impact you the most?

Are you certain that you understand what all of your liabilities are and where they exist?

This tool can get a little long. Remember to only focus on the high RPN's typically something over 200.Measurement System Analysis (Gage R&R)A methodology for determining if a Measurement system is capable of measuring a product or processBefore performing a DOE and after a corrective action kaizen.

When there is a process/product with poor quality out of a machine / test equipment.

When a product or service passes your test and fails at the customer (or supplier)Is standard work in place?

Do you need to first do a corrective action event to reduce the number of inputs?

Is the issue really a problem?You have to develop a confidence in the ability of your measurement system to decide between 'good' and 'bad' products or services.Mistake ProofingMistake-proofing the process is to change the method or equipment to ensure that a particular error cannot happen. When a process has a low First Pass Yield.

When a defect occurrence becomes the largest source of waste or variation.

When defects create the demand for excessive inventory or impede the ability to meet customer demand.Can we design the process or product so that it cannot be incorrectly performed or made?

Do we frequently blame the employee for making an error?Use devices or inspection techniques that detect errors during the work process rather than at the end of the process.Pareto DiagramA Pareto Diagram is a bar chart arranged in a descending order of importance from left to right. The Pareto Principle states that 80% of issues are created by only 20% of the potential root causes. By determining the "Pareto" you can determine the root cause to attack first.Pareto Diagrams can be used almost anytime and for almost any question.Do you understand what the most significant problem is?

Are you working on the issue that will yield the largest amount of improvement?You can "stack" Paretos as you build to root case.

Paretos work really well when using the "5 Why" technique.Policy DeploymentA process that facilitates the creation of results-oriented business processes with sustained improvement that result in sustained competitive advantage.

The organization is aligned to the same goals and objectives.This is a foundational business management tool.

When you need to drive the strategic initiatives to point of impact.

When you need total organizational alignment on business priorities.How are you communicating goals and objectives to all parts of the organization?

Does your current Policy Deployment give you the continuity to be successful?

Creates management accountability. Creates direct linkages for all objectives from top to bottom of the organization.Potential Problem Analysis (PPA)The potential problem analysis (PPA) is a tool used for minimizing the probability of solution implementation failure by identifying potential problems and possible countermeasures. It is a simpler version of a FMEA and can be applied to less complex changes quickly.Use in situations where an incorrect change could have serious impact to the business.

Use if there is a good deal of anxiety over process improvements implementation.Have we thought through all the possible ways this action plan may fail?

Do I have a contingency plan if the new process does not work as planned?This tool can take as little as 15 minutes or as long as a day depending on the complexity of the process change and the level of preparation for the tool use.Product Family MatrixProduction Preparation Process 3PA tool used to establish the best design or the best process taking quality, flow, and speed into consideration.

Assists in thinking 'outside the box' and is used during a Kaizen week as a substitute for a DFSS project.Used to eliminate barriers to flow for developing new products or processes.

Also used to improve an existing product or process. Must be used in the development stages of a new product or process. Is 3P being incorporated into our product development system?

Have you done a 3P to determine if a Capital Appropriation is necessary?Proactively remove barriers to flow while building in quality. Significantly reduces start-up costs.Pull - KanbanA process to transition businesses from the traditional Push System to a Pull System. A Kanban is a signal in the system that indicates when work is to be done and when it is to end. This allows for minimal inventory and no overproduction. This is a foundational tool.

When one-piece flow is not possible.

To ensure that materials are available when needed and in the quantities needed.Why is one-piece flow not possible?

Are you experiencing Stock-outs or poor OTD?

Is inventory creating leadtime, quality or cash flow issues?Can be used anywhere that 1 pc flow does not exist and materials must be transported to the cell. Eliminates running out of inputs while reducing carrying costs.Quick Changeover (SMED)Changeovers are situations where one process must be stopped and reconfigured to run a different product or service. We define the changeover time as the amount of time between the last good piece (A) of the current run and the first good piece (B) of the next run.If your set-up time is longer than your Takt time (customer demand in seconds)

If your set-up is internal to the machine.

If a long changeover time creates a need to build excessive inventory.How much set-up scrap do we have?

Is our set-up time within our Takt time?

Are we doing things while the machine is off that can be done while it is running?Can be done anywhere that a process must be changed over from one product to another or a machine must be stopped to load supplies. Great productivity booster! The goal is to have the change occur in less than 10 minutes.Rank VotingWhen you need a simple and quick way to decide between several options and you would like to get the entire team involved.Do you need to build consensus? Perform this process quickly.SIPOC Map A form of process mapping that separates out the process into key inputs and outputs and gives a high level view of key process steps.Use this mapping technique when you need to define and control the scope of your project or event.Do you need to better describe the process scope of your event?

Do I understand the real needs of my customer?Limit the number of process step mapped to 5-7. Include the step just below and beyond the process in order to better define the scope.Spaghetti DiagramA spaghetti diagram is a map of the physical flow of either the material, people or information in a process.This is a special standard work tool and should be used anytime the flow of a process needs to be documented.How many times does the work or worker cross paths during one Takt?

How much non value added motion exists in the process?Try to "straighten out" the spaghetti during your process improvements.Stakeholder AnalysisA stakeholder analysis is a matrix that captures how all key customers, process owners and senior management is impacted by and feels toward the potential process change.Use this tool early in the change process to understand key concerns and roadblocks that you may have to the improvement implementation.Do I know how all the key "players" feel about the work that I am attempting to do?

Do I know what issues may come up at the last minute and prevent or delay success?Use caution in documenting "personal" reasons or bias that are true roadblocks, but need to be handled delicately.Standard WorkA process to maximize performance with minimum waste through the best combination of people and process. It captures the key elements needed to meet cost, quality delivery and safety objectives.

Often deployed while implementing cellular flow.This is a foundational tool.

When there is too much / too little capacity.

When we need to improve productivity and or quality.

Every process should have documented standard work.Do products and materials flow through the operation or cell?

Are we using Standard Work, do we have a set of Standard Work documents posted?

Are Standard worksheets posted in every work placeWith Standard Work in place, you are able to see problems much faster and once you see the problem, you are able to solve it much faster.

Increases predictability and therefore control over the outcomes of processes.Total Productive MaintenanceA series of methods, used to ensure that all equipment is always able to perform its required tasks so that the process is never interrupted due to that equipment being down for un-planned repairs. It places much of the responsibility on the actual person running the process.Always on critical pieces of equipment within the site.Is your OEE low? Do you have key pieces of equipment that you are dependent on? Do you have equipment down time issues? Increased OEE and reduced equipment downtime. Move from unplanned to planned downtime.Value Stream MappingValue Stream Mapping is a method that visually shows the product, material and information flows within a product or serviceUse VSM to provide the focus and direction to the objectives determined by Policy Deployment.

Use to communicate how improvements in Lead Time, On-time Delivery, Inventory Reductions, etc will impact the process.Where is your future state map?

What is the status of your VSM Action Plan?

How do you know which improvements will take you closer to your vision of the future?Maps and action plans should be updated every 6 months.Visual ManagementVisual Management is a powerful tool that uses visual techniques to communicate information broadly. Think in terms of can a new person enter into the process area and understand how it is performing in less than 2 mins, without any explanation?Use visual management in almost all situations where it is better, faster and cheaper to communicate directly to associates.Can I perform a 2 min 360 and understand how well the process is operating?

Is the information that is important to users obvious?Examples range from color codes files to overhead realtime displays. BMGI. You may freely modify, distribute and/or reproduce this only if BMGI's logo is not altered or removed.

Project SelectionProject Selection Matrix

Project AlternativesCriteriaLikelihood of Success$$ Impact (Cost or Revenue)Customer SatisfactionEmployee SatisfactionCompletion in weeks.

Total Ranking Points00000

CharterUniversity Department ServerBasic InformationTeam Members Balaska, John - Director, Ahmad Almatrood - programmer, Willis, James - programmer.Location: Living Lab at IUPUI - Indianapolis, INBelt Name: Ahmad AlmatroodProcess Champion: Balaska, John - DirectorProcess Owner: Balaska, John - DirectorFinancial Representative:Balaska, John - DirectorBusiness CaseWhat is In ScopeWhat is Out of ScopeBased on the feedback from students who take web design class, and professors who teach this class there is an upgrading thats need to be done to the process to reduce the time that has been wasted through the long and old way to process, and as a result will continue the growth of the university profit.The process time of the script by the professor is In scope. The number of the enrolled students and the profit of the university is out of scope.

Problem StatementObjective StatementWhat? Total turnaround time. Increase efficiency and reduced waiting time while enhancing the overall system. Increase sigma level.

Where? Emergency department and post anesthesia care unit.When? When patient is waiting for assignment of bed.How Much? Target is to reduce bed assignment time nearby 120 minutes.How do I know? Increase in patient flow and after observing the bed tracking system it is noted that turnaround time is very slow rather than patient flow which leads to increase waits time for patients.FinancialsProject Plan (Finish Dates) Hard SavingsSoft SavingsDefineMeasureAnalyzeImproveControl

Key Metrics Type ( P / S / C )BaselineGoalEntitlementUnitWaiting Time

SIPOCSIPOCDIAGRAM

SuppliersInputsPROCESSOutputsCustomers

4-Voices

VOCWhat is important to external and internal customers?Voice of the Customer

VOBList what is critical to the success of the business?Voice of the Business

VOPWhat output does the process value the most?Voice of ProcessThe primary and consequential metrics

VOEWhat concerns do the employees have about this project?Voice of Employees

Gantt ChartWEEKNotesActivityPlanActual% Complete1234567891011121314STARTENDSTARTENDDEFINECompleted Project Charter10-Aug-1411-Aug-1411-Aug-1412-Aug-14100%4-Voices10-Aug-1411-Aug-1411-Aug-1412-Aug-14100%SIPOC Digram10-Aug-1411-Aug-1411-Aug-1412-Aug-14100%CTQ Tree10-Aug-1411-Aug-1411-Aug-1412-Aug-14100%GANTT Chart10-Aug-1411-Aug-1411-Aug-1412-Aug-14100%

MEASUREProcess Map12-Aug-1414-Aug-1412-Aug-1414-Aug-14100%Descriptive Statistics12-Aug-1414-Aug-1412-Aug-1414-Aug-14100%Graphical Analysis12-Aug-1414-Aug-1412-Aug-1414-Aug-14100%Histograms12-Aug-1414-Aug-1412-Aug-1414-Aug-14100%

ANALYZEI/O diagram14-Aug-1416-Aug-1414-Aug-1416-Aug-14100%C&E Matrix14-Aug-1416-Aug-1414-Aug-1416-Aug-14100%FMEA14-Aug-1416-Aug-1414-Aug-1416-Aug-14100%State Preliminary Y=f(x's)14-Aug-1416-Aug-1414-Aug-1416-Aug-14100%

IMPROVEFuture State Map16-Aug-1418-Aug-1416-Aug-1418-Aug-14100%Generated List of Potential Solutions16-Aug-1418-Aug-1416-Aug-1418-Aug-14100%Pugh Matrix16-Aug-1418-Aug-1416-Aug-1418-Aug-14100%Hypothesis Testing16-Aug-1418-Aug-1416-Aug-1418-Aug-14100%

CONTROLUpdated FMEA 18-Aug-1420-Aug-1418-Aug-1420-Aug-14100%Proof of Sustained Improvement: SPC18-Aug-1420-Aug-1418-Aug-1420-Aug-14100%Formal Control Plan18-Aug-1420-Aug-1418-Aug-1420-Aug-14100%COMPLETEINCOMPLETE

Green Belt DeliverablesSix Sigma Report Deliverables ChecklistI. DefineCompleted Project Charter Tab4-VoicesSIPOC DiagramCTQ TreeGantt Chart

II. MeasureProcess Map (PFD, I/O List, Detailed Map) Descriptive StatisticsGraphical AnalysisMeasurement System AnalysisCapability AnalysisHistograms Pareto Chart Analysis

III. AnalyzeGenerated List of KPIV's: Fishbone or I/O diagramKPIV Filtering: C&E Matrix or Data AnalysisFMEA State Preliminary Y=f(x's)

IV. ImproveFuture State MapGenerated List of Potential SolutionsFiltered Solutions: C&E Matrix or Pugh MatrixRun Pilot trialsBasic Hypothesis Testing and/or Regression AnalysisOptional Lean Techniques (5S Project Area)

V. ControlUpdated FMEA Proof of Sustained Improvement: SPCFormal Control PlanOptional: Transition PlanOptional: Mistake Proofing

BrainstormExample

Brainstorm ResultsCustomer talkson cell phoneCustomer does not have the correct moneyCC Machine downLine at SpeakerCustomer adds to orderWaiting for cashierFood is not ready

FishboneMETHODSMANPOWERMATERIALSMACHINEENVIRONMENTMEASUREMENT

PROJECT GOALOR KPOV

I-O DiagramI/O DIAGRAM

OUTPUTCHARACTERISTICSOUTPUTOUTPUTOUTPUTOUTPUT

INPUTS (X'S)INPUTS (X'S)INPUTS (X'S)INPUTS (X'S)

MethodsMethodsMethodsMethodsMaterialsMaterialsMaterialsMaterialsEnvironmentEnvironmentEnvironmentEnvironmentPeoplePeoplePeoplePeopleEquipmentEquipmentEquipmentEquipmentInformationInformationInformationInformation

EXAMPLE

OUTPUTCHARACTERISTICS3mm separationweld depth =2 mm2.5 mm diaspecific nozzlewidth = 5 mm

OUTPUTOUTPUTOUTPUTcorrect positionin spec weldWeld sizeNumber of passesStrength of Weld

INPUTS (X'S)INPUTS (X'S)INPUTS (X'S)Distancewire feedratesize of wireNozzle Typeflow of gasType/ManufacturerSize of weld

PROCESS STEP 1PROCESS STEP 2PROCESS STEP 3PROCESS STEP 4STEP 1 Position Torch STEP 2: Welding OperationSTEP 3: Change Wire in Welding Machine

C&E Matrix Weld SizeNumber of passesStrength of weldCustomer Priority 1085SORTED DATAProcess StepProcess InputTotalAngle1561Position TorchAngle678156Distance1222Distance548122Shield Gas1193Nozzle Size12866Size of Wire934Flow Rate915Type of Wire796Start WeldingFlow Rate72191Nozzle Size667Shield Gas5391198910Change WireSize of Wire8119311Type of Wire13979121314Total3301762200LSLTGTUSL

1. List the key outputs to the process.2. Rate each output on a 1-10 scale. 3. List the inputs and process steps. Use the process map, Affinity Diagram and fishbone for inputs.4. Rank each input as to how it affects each output on a 1-10 scale.5. Sort the rows based on the Total column. The inputs are now ordered by customer's priorities.

Potential Solutions MatrixProjectProblem StatementObjective StatementSolution Must's:1)2)3)4)

Critical X's(& Interactions)EvidenceDescribe Potential SolutionsEase of Implementation(5 = Easy)E(1-5)PermanenceInformation(5= Best)P(1-5)ImpactInformation(5=High)I(1-5)CostInformation(5= Low Cost)C(1-5)SPN(E*P*I*C)Meet Critical Musts?(Yes/Partial/No) BMGI. You may freely modify, distribute and/or reproduce this only if BMGI's logo is not altered or removed.

FMEA

Process StepKey Process InputPotential Failure ModePotential Failure EffectSEV
New: SEVERITYHow bad?Potential CausesOCC
New: OCCURHow often?Current ControlsDET
New: DETECTHow well?RPN
New: Risk Priority Number = Severity * Occurance * DetectionActions RecommendedWhat is the Process StepWhat is the Key Process Input?In what ways does the Key Input go wrong?What is the impact on the Key Output Variables (Customer Requirements) or internal requirements?How Severe is the effect to the cusotmer?What causes the Key Input to go wrong?How often does cause or FM occur?What are the existing controls and procedures (inspection and test) that prevent eith the cause or the Failure Mode? Should include an SOP number.How well can you detect cause or FM?Risk Priority # = SEV x OCC x DETWhat are the actions for reducing the occurrance of the Cause, or improving detection? Should have actions only on high RPN's or easy fixes.000000000000000000000

Control PlanDate:Process: Process StepWhat'sControlled?Input orOutput?Spec. Limits / RequirementsMeasurement MethodControl MethodSample SizeFrequencyWho/What MeasuresWhere RecordedReview Frequency/ Corrective Action

NOTEApprovalThe Control Plan should be limited to 3-4 critical inputs and 2 outputsProcess OwnerChampionEXAMPLE Process StepWhat'sControlled?Input orOutput?Spec. Limits / RequirementsMeasurement MethodControl MethodSample SizeFrequencyWho/What MeasuresWhere RecordedReview Frequency/ Corrective ActionCollect OrdersTimeOUTPUT20 minHistoricalRun Chart100%DailyJaneShift LogWeekly Friday 11:00amNumber of missed callsCall NumberINPUT1ManualRun Chart100%HourlyJoeCall logWeekly Friday 11:00am

BMGI Sigma CalculatorSigma Conversion Calculator

Enter Known ValueResults Shown HereYieldYieldDPMO% DefectiveProcess Sigma (ST)0.9%0.9%990,97099.0970%-0.9

DPMOYieldDPMO% DefectiveProcess Sigma (ST)78,33392.2%78,3337.8333%2.9

% DefectiveYieldDPMO% DefectiveProcess Sigma (ST)0.1%99.9%1,0200.1020%4.6

Process Sigma (ST)YieldDPMO% DefectiveProcess Sigma (ST)6.0100.0%30.0003%6.0

password:verbs

BMGI. You may freely modify, distributeand/or reproduce this only if BMGI's logo is not altered or removed.

Attribute Sigma CalculatorATTRIBUTE SIGMA CALCULATOR

ENTER RTYEQUIVALENT DPU10Characteristic Under Study:ProductSigma Shift1.5DPO0.02ENTER DPUEQUIVALENT RTY# of Units20001Opportunity For Defects / Unit5Defects20

DPU0.10DPMO20000.00PROCESS Z (Sigma)3.55

BMGI Sigma Tables

Z-Tablesz0.000.010.020.030.040.050.060.070.080.090.00.50000.50400.50800.51200.51600.51990.52390.52790.53190.53590.10.53980.54380.54780.55170.55570.55960.56360.56750.57140.57530.20.57930.58320.58710.59100.59480.59870.60260.60640.61030.61410.30.61790.62170.62550.62930.63310.63680.64060.64430.64800.65170.40.65540.65910.66280.66640.67000.67360.67720.68080.68440.68790.50.69150.69500.69850.70190.70540.70880.71230.71570.71900.72240.60.72570.72910.73240.73570.73890.74220.74540.74860.75170.75490.70.75800.76110.76420.76730.77040.77340.77640.77940.78230.78520.80.78810.79100.79390.79670.79950.80230.80510.80780.81060.81330.90.81590.81860.82120.82380.82640.82890.83150.83400.83650.83891.00.84130.84380.84610.84850.85080.85310.85540.85770.85990.86211.10.86430.86650.86860.87080.87290.87490.87700.87900.88100.88301.20.88490.88690.88880.89070.89250.89440.89620.89800.89970.90151.30.90320.90490.90660.90820.90990.91150.91310.91470.91620.91771.40.91920.92070.92220.92360.92510.92650.92790.92920.93060.93191.50.93320.93450.93570.93700.93820.93940.94060.94180.94290.94411.60.94520.94630.94740.94840.94950.95050.95150.95250.95350.95451.70.95540.95640.95730.95820.95910.95990.96080.96160.96250.96331.80.96410.96490.96560.96640.96710.96780.96860.96930.96990.97061.90.97130.97190.97260.97320.97380.97440.97500.97560.97610.97672.00.97720.97780.97830.97880.97930.97980.98030.98080.98120.98172.10.98210.98260.98300.98340.98380.98420.98460.98500.98540.98572.20.98610.98640.98680.98710.98750.98780.98810.98840.98870.98902.30.98930.98960.98980.99010.99040.99060.99090.99110.99130.99162.40.99180.99200.99220.99250.99270.99290.99310.99320.99340.99362.50.99380.99400.99410.99430.99450.99460.99480.99490.99510.99522.60.99530.99550.99560.99570.99590.99600.99610.99620.99630.99642.70.99650.99660.99670.99680.99690.99700.99710.99720.99730.99742.80.99740.99750.99760.99770.99770.99780.99790.99790.99800.99812.90.99810.99820.99820.99830.99840.99840.99850.99850.99860.99863.00.99870.99870.99870.99880.99880.99890.99890.99890.99900.9990 BMGI. You may freely modify, distribute and/or reproduce this only if BMGI's logo is not altered or removed.

BMGI Tool SelectionToolDefinitionWhen to UseKey Questions to Answer Notes:4 Quadrant AnalysisA tool used to compare multiple improvement ideas against two key variables in order to select the items that a Kaizen team will immediately begin to work. Usually the ideas are judged against significant impact (to improvement metrics) and timing.Use this tool when you need a quick method to determine the improvement ideas to be implemented during the Kaizen run week.Do I have a long list of good improvement ideas?

Do I need to determine what a limited group of resources need to work on in order to make an immediate impact?5 Why'sThe process of asking "Why" five times in order to drive the problem statement down to the root cause level.Anytime that a problem is first being studied.

When the process was in a steady state and some change has occurred for the worse or better.Do you really understand what the root cause of the problem is?

Is your course of action really going to resolve the situation?

Why is that a problem?

A very simple, but powerful tool. Can be used out in the Genba with a flipchart to drive to the correct problem statement.5-SEnabler for making sure you have the right material at the right time

Key ingredient for organizing a workplace to enable flowThis is a foundational tool.

Should be used in an ongoing basis in all departments.

As a building block to any Kaizen or improvement effort.

How much time do I spend searching for items?

Is everything in its place and a place for everything?

Does the place look neat, clean, and organized?

What method is in place to sustain the 5S? Can I readily tell when there is a problem?Will highlight problems with flow and equipment operation.

Improves morale.

Frees up floor space.Affinity DiagramThe affinity diagram is the product of a team's brainstorming and consensus activities. This process groups large amounts of data into logical elements based on the natural relationships among items.When you need to identify key ideas for process improvement.

When you need to identify patterns among seemingly unrelated factors.Do you need to maximize the creativity of your breakthroughs?

Do you need to reduce a long list of improvement ideas or potential problems down to a manageable level?

Do you need to decide which single improvement idea may have the greatest overall impact?Assemble post it notes, craft paper, etc ahead of time.

Allow people to move ideas into affinity groups without much debate at first.

C and E MatrixMatrix that identifies a few key process input variables that must be addressed to improve the key process output variables. Similar to a fishbone diagram but in matrix form.When you need to see what effect various inputs and outputs have on ranked customer priorities.Do you understand which of your process steps have the biggest impact on your customer?This tool really focuses the efforts of the team.Cellular ManufacturingA manufacturing cell or transactional work cell comprises a group of equipment or processes, usually laid out in the shape of a U, that is dedicated to the complete production of a family of parts or services.This is a foundational tool.

Use this tool when trying to maximize flow and flexibility while reducing inventory.Can you get to one piece flow?

Do you need a process that will vary output to match demand?All work cells do not have to be in an "U" shape. Select a shape that will maximize your resources, but always consider the "U" first.Control ChartsControl charts are line graphs that display a dynamic picture of process behavior. A process variable or attribute can be measured on some given frequency and that value is plotted verses time on the line graph. Use this tool when you need to make a realtime process performance visible and you need to react to issues quickly.Do I have a stable, in control process?

Does the associate know when to make adjustments to the process and when to contact additional resources for assistance?You must select the correct control chart system for the type of data being collected.

Control Charts are still somewhat reactive in nature so look for the mistake proofing opportunity. Corrective Action KaizenA collection of quality improvement tools used to reduce readily identifiable variation and or defects resulting in a sustained stable process.When there is a great deal of variation or defects within a process either transactional or manufacturing but the root cause is known with relative certainty.Have you completed a Cause and Effect Diagram?

Does your control chart demonstrate how you have changed your noises to constants?

What does the Pareto show is the root cause of the 80%?

How are you measuring sustainability?Eliminates easier to see quality issues and prepares the way for other tools such as standard work or a DMAIC project.Daily ManagementManagement process and tools which drive improvement in Value Stream KPIs at the Genba.

Examples include production control boards, communication boards, KPI's and daily "Green Area" meetings.To manage daily process through conversion of batch to lean manufacturing, and beyond conversion to make continuous incremental improvement. If a process area lacks sound daily management then most improvement activities will only be marginally realized.Do we understand how to manage the factory floor on a daily basis?

Are we having difficulty with OTD, Past Due, quality, efficiency etc.?

Do the Associates at the cell know what they need to produce today and in what sequence?\Solution Need/ Want ComparisonA Decision Analysis tool that is used to compare several solutions to understand which one is the most balanced. It is rooted in understanding what are customer requirements (needs) and what the customer finds favorable (wants).When there are several good solutions that could be implemented but resources only allow for one option.Do you have multiple good solutions?

Have you thoroughly evaluated what is important to the customer?The highest want is valued at a 10 and then the rest of the wants are scaled proportionally to the highest want.

Needs are considered "Musts."Design For Six SigmaA process to ensure designs can be manufactured at required Sigma levels to meet the customer expectations and manufacturing capabilities.When designing or redesigning any product or service that demonstrates variability concerns.Have I completed a DFSS as part of developing a new product or process?This tool will yield a more robust design and an effective product launch with reduced engineering changes post product launch.Design of Experiments DOE is the purposeful changing of Inputs to a process to observe the corresponding changes in the OutputsAs part of new product/process development

To tackle an on-going quality problem that has an unknown root cause.Have you first done an MSA / Gage R&R?

Is standard work in place?

Do you need to first do a corrective action kaizen to reduce the number of inputs?A DOE is mathematical model that describes the relationship between the inputs and outputs of a process. It generally takes someone with extensive training to complete and analyze properly such as a Six Sigma Green Belt.DMAICA variation reduction methodology used primarily for the reduction of variation in complex processes. DMAIC stands for define, measure, analyze, improve and control.To understand and reduce the variation of a complex process. This variation may be leading to a wide variety of issues such as, defects, over usage of raw materials or leadtime issues. Have we done a corrective action kaizen first?

Do we have GB/BB resources available?

Have we tried other Lean tools first that may eliminate "background noise"?Typically a DMAIC project and can take up to several months to complete. Often the Improve phase can be accomplished utilizing a Kaizen event.Fishbone DiagramThe Fishbone diagram typically displays major generic categories such as manning, methods, materials, equipment, measurement and mother nature that cause an effect, often perceived as a problem.To assist a team to reach a common understanding of a problem and its root causes.

To expand the team's thinking and consider all potential causes.Have we investigated all aspects of the problem?

Have you organized the x's into affinity groups?

Do not overload categories. Establish another category if more detail is desired.

This tool is more effective when used in conjunction with other decision making tools such as the 4 Quadrant Analysis.FMEAA failure mode effect analysis (FMEA) is a technique that allows a cross-functional team to identify potential failure modes that may occur as a result of design or process deficiencies.When you need to develop and plan possible solutions or change.

When you need to evaluate a quality system for protection of your customers.Do you understand which process deficiencies will impact you the most?

Are you certain that you understand what all of your liabilities are and where they exist?

This tool can get a little long. Remember to only focus on the high RPN's typically something over 200.Measurement System Analysis (Gage R&R)A methodology for determining if a Measurement system is capable of measuring a product or processBefore performing a DOE and after a corrective action kaizen.

When there is a process/product with poor quality out of a machine / test equipment.

When a product or service passes your test and fails at the customer (or supplier)Is standard work in place?

Do you need to first do a corrective action event to reduce the number of inputs?

Is the issue really a problem?You have to develop a confidence in the ability of your measurement system to decide between 'good' and 'bad' products or services.Mistake ProofingMistake-proofing the process is to change the method or equipment to ensure that a particular error cannot happen. When a process has a low First Pass Yield.

When a defect occurrence becomes the largest source of waste or variation.

When defects create the demand for excessive inventory or impede the ability to meet customer demand.Can we design the process or product so that it cannot be incorrectly performed or made?

Do we frequently blame the employee for making an error?Use devices or inspection techniques that detect errors during the work process rather than at the end of the process.Pareto DiagramA Pareto Diagram is a bar chart arranged in a descending order of importance from left to right. The Pareto Principle states that 80% of issues are created by only 20% of the potential root causes. By determining the "Pareto" you can determine the root cause to attack first.Pareto Diagrams can be used almost anytime and for almost any question.Do you understand what the most significant problem is?

Are you working on the issue that will yield the largest amount of improvement?You can "stack" Paretos as you build to root case.

Paretos work really well when using the "5 Why" technique.Policy DeploymentA process that facilitates the creation of results-oriented business processes with sustained improvement that result in sustained competitive advantage.

The organization is aligned to the same goals and objectives.This is a foundational business management tool.

When you need to drive the strategic initiatives to point of impact.

When you need total organizational alignment on business priorities.How are you communicating goals and objectives to all parts of the organization?

Does your current Policy Deployment give you the continuity to be successful?

Creates management accountability. Creates direct linkages for all objectives from top to bottom of the organization.Potential Problem Analysis (PPA)The potential problem analysis (PPA) is a tool used for minimizing the probability of solution implementation failure by identifying potential problems and possible countermeasures. It is a simpler version of a FMEA and can be applied to less complex changes quickly.Use in situations where an incorrect change could have serious impact to the business.

Use if there is a good deal of anxiety over process improvements implementation.Have we thought through all the possible ways this action plan may fail?

Do I have a contingency plan if the new process does not work as planned?This tool can take as little as 15 minutes or as long as a day depending on the complexity of the process change and the level of preparation for the tool use.Product Family MatrixProduction Preparation Process 3PA tool used to establish the best design or the best process taking quality, flow, and speed into consideration.

Assists in thinking 'outside the box' and is used during a Kaizen week as a substitute for a DFSS project.Used to eliminate barriers to flow for developing new products or processes.

Also used to improve an existing product or process. Must be used in the development stages of a new product or process. Is 3P being incorporated into our product development system?

Have you done a 3P to determine if a Capital Appropriation is necessary?Proactively remove barriers to flow while building in quality. Significantly reduces start-up costs.Pull - KanbanA process to transition businesses from the traditional Push System to a Pull System. A Kanban is a signal in the system that indicates when work is to be done and when it is to end. This allows for minimal inventory and no overproduction. This is a foundational tool.

When one-piece flow is not possible.

To ensure that materials are available when needed and in the quantities needed.Why is one-piece flow not possible?

Are you experiencing Stock-outs or poor OTD?

Is inventory creating leadtime, quality or cash flow issues?Can be used anywhere that 1 pc flow does not exist and materials must be transported to the cell. Eliminates running out of inputs while reducing carrying costs.Quick Changeover (SMED)Changeovers are situations where one process must be stopped and reconfigured to run a different product or service. We define the changeover time as the amount of time between the last good piece (A) of the current run and the first good piece (B) of the next run.If your set-up time is longer than your Takt time (customer demand in seconds)

If your set-up is internal to the machine.

If a long changeover time creates a need to build excessive inventory.How much set-up scrap do we have?

Is our set-up time within our Takt time?

Are we doing things while the machine is off that can be done while it is running?Can be done anywhere that a process must be changed over from one product to another or a machine must be stopped to load supplies. Great productivity booster! The goal is to have the change occur in less than 10 minutes.Rank VotingWhen you need a simple and quick way to decide between several options and you would like to get the entire team involved.Do you need to build consensus? Perform this process quickly.SIPOC Map A form of process mapping that separates out the process into key inputs and outputs and gives a high level view of key process steps.Use this mapping technique when you need to define and control the scope of your project or event.Do you need to better describe the process scope of your event?

Do I understand the real needs of my customer?Limit the number of process step mapped to 5-7. Include the step just below and beyond the process in order to better define the scope.Spaghetti DiagramA spaghetti diagram is a map of the physical flow of either the material, people or information in a process.This is a special standard work tool and should be used anytime the flow of a process needs to be documented.How many times does the work or worker cross paths during one Takt?

How much non value added motion exists in the process?Try to "straighten out" the spaghetti during your process improvements.Stakeholder AnalysisA stakeholder analysis is a matrix that captures how all key customers, process owners and senior management is impacted by and feels toward the potential process change.Use this tool early in the change process to understand key concerns and roadblocks that you may have to the improvement implementation.Do I know how all the key "players" feel about the work that I am attempting to do?

Do I know what issues may come up at the last minute and prevent or delay success?Use caution in documenting "personal" reasons or bias that are true roadblocks, but need to be handled delicately.Standard WorkA process to maximize performance with minimum waste through the best combination of people and process. It captures the key elements needed to meet cost, quality delivery and safety objectives.

Often deployed while implementing cellular flow.This is a foundational tool.

When there is too much / too little capacity.

When we need to improve productivity and or quality.

Every process should have documented standard work.Do products and materials flow through the operation or cell?

Are we using Standard Work, do we have a set of Standard Work documents posted?

Are Standard worksheets posted in every work placeWith Standard Work in place, you are able to see problems much faster and once you see the problem, you are able to solve it much faster.

Increases predictability and therefore control over the outcomes of processes.Total Productive MaintenanceA series of methods, used to ensure that all equipment is always able to perform its required tasks so that the process is never interrupted due to that equipment being down for un-planned repairs. It places much of the responsibility on the actual person running the process.Always on critical pieces of equipment within the site.Is your OEE low? Do you have key pieces of equipment that you are dependent on? Do you have equipment down time issues? Increased OEE and reduced equipment downtime. Move from unplanned to planned downtime.Value Stream MappingValue Stream Mapping is a method that visually shows the product, material and information flows within a product or serviceUse VSM to provide the focus and direction to the objectives determined by Policy Deployment.

Use to communicate how improvements in Lead Time, On-time Delivery, Inventory Reductions, etc will impact the process.Where is your future state map?

What is the status of your VSM Action Plan?

How do you know which improvements will take you closer to your vision of the future?Maps and action plans should be updated every 6 months.Visual ManagementVisual Management is a powerful tool that uses visual techniques to communicate information broadly. Think in terms of can a new person enter into the process area and understand how it is performing in less than 2 mins, without any explanation?Use visual management in almost all situations where it is better, faster and cheaper to communicate directly to associates.Can I perform a 2 min 360 and understand how well the process is operating?

Is the information that is important to users obvious?Examples range from color codes files to overhead realtime displays. BMGI. You may freely modify, distribute and/or reproduce this only if BMGI's logo is not altered or removed.

Project SelectionProject Selection Matrix

Project AlternativesCriteriaLikelihood of Success$$ Impact (Cost or Revenue)Customer SatisfactionEmployee SatisfactionCompletion in weeks.

Total Ranking Points00000

CharterUniversity Department ServerBasic InformationTeam Members (Include name and job title)Location: Belt Name: Ahmad AlmatroodProcess Champion: Process Owner: Financial Representative:Business CaseWhat is In ScopeWhat is Out of ScopeBased on the feedback from students who take web desgin class, and professor who teach this class there is an upgarding thats need to be done to the process to comitune the growth of the univeristy profit.Decrease waste time on the process. Bulid new system to help professors monitor and manage the server. Improve quilty of the system. Problem StatementObjective StatementWhat? Time to process.Increase students enrollement by reducing system process times by X% while enhancing the overall system and service that will increase students enrollement by X% by (Date)Where? Professor system.When? When professor and students use the systemHow Much? Students enrollment to the class have decreased X%How do I know? Students enrollment to the class have decreased X%FinancialsProject Plan (Finish Dates) Hard SavingsSoft SavingsDefineMeasureAnalyzeImproveControl11-Aug-1414-Aug-1416-Aug-1418-Aug-1421-Aug-14Key Metrics Type ( P / S / C )BaselineGoalEntitlementUnit

SIPOCSIPOCDIAGRAM

SuppliersInputsPROCESSOutputsCustomers

4-Voices

VOCWhat is important to external and internal customers?Voice of the Customer

VOBList what is critical to the success of the business?Voice of the Business

VOPWhat output does the process value the most?Voice of ProcessThe primary and consequential metrics

VOEWhat concerns do the employees have about this project?Voice of Employees

Gantt ChartWEEKNotesActivityPlanActual% Complete1234567891011121314STARTENDSTARTENDDEFINEScope ProjectWrite Problem StatementWrite GoalMetric ?

MEASUREDetermine Variability of existing productsDetermine Customer expectations for variation

ANALYZEDetermine key attributes from customerRank attributes

DESIGNMechanicalDesign spring elementdesign platform and case

ElectronicsDesign Wheatstone BridgeDesign Amp Circuit if required

VERIFYTest design does it meet customer needs?Improvement time

COMPLETEINCOMPLETE

BrainstormExample

Brainstorm ResultsCustomer talkson cell phoneCustomer does not have the correct moneyCC Machine downLine at SpeakerCustomer adds to orderWaiting for cashierFood is not ready

FishboneMETHODSMANPOWERMATERIALSMACHINEENVIRONMENTMEASUREMENT

PROJECT GOALOR KPOV

I-O DiagramI/O DIAGRAM

OUTPUTCHARACTERISTICSOUTPUTOUTPUTOUTPUTOUTPUT

INPUTS (X'S)INPUTS (X'S)INPUTS (X'S)INPUTS (X'S)

MethodsMethodsMethodsMethodsMaterialsMaterialsMaterialsMaterialsEnvironmentEnvironmentEnvironmentEnvironmentPeoplePeoplePeoplePeopleEquipmentEquipmentEquipmentEquipmentInformationInformationInformationInformation

EXAMPLE

OUTPUTCHARACTERISTICS3mm separationweld depth =2 mm2.5 mm diaspecific nozzlewidth = 5 mm

OUTPUTOUTPUTOUTPUTcorrect positionin spec weldWeld sizeNumber of passesStrength of Weld

INPUTS (X'S)INPUTS (X'S)INPUTS (X'S)Distancewire feedratesize of wireNozzle Typeflow of gasType/ManufacturerSize of weld

PROCESS STEP 1PROCESS STEP 2PROCESS STEP 3PROCESS STEP 4STEP 1 Position Torch STEP 2: Welding OperationSTEP 3: Change Wire in Welding Machine

C&E Matrix Assign clean bedNumber of new patientsCustomer Priority 105SORTED DATAProcess StepProcess InputTotalScript files.1251Instructions given to discharge patients. Instructions from RN.4250Knowledge of the process.1202Patient instruction sheet.5365Students info text files.904Notifcations from the system"Email".605Server address or IP address.356Status change in BTS by SCA/PCA/ESKnowledge of the process.65857Instruction from RN.5260Wait time.64808Wait time between processes4355910Notification of ready bed.Patient instruction text files.355511Wait time to notification759514Total40014500LSLTGTUSL

1. List the key outputs to the process.2. Rate each output on a 1-10 scale. 3. List the inputs and process steps. Use the process map, Affinity Diagram and fishbone for inputs.4. Rank each input as to how it affects each output on a 1-10 scale.5. Sort the rows based on the Total column. The inputs are now ordered by customer's priorities.

Potential Solutions MatrixProjectProblem StatementObjective StatementSolution Must's:1)2)3)4)

Critical X's(& Interactions)EvidenceDescribe Potential SolutionsEase of Implementation(5 = Easy)E(1-5)PermanenceInformation(5= Best)P(1-5)ImpactInformation(5=High)I(1-5)CostInformation(5= Low Cost)C(1-5)SPN(E*P*I*C)Meet Critical Musts?(Yes/Partial/No) BMGI. You may freely modify, distribute and/or reproduce this only if BMGI's logo is not altered or removed.

FMEA

Process StepKey Process InputPotential Failure ModePotential Failure EffectSEV
New: SEVERITYHow bad?Potential CausesOCC
New: OCCURHow often?Current ControlsDET
New: DETECTHow well?RPN
New: Risk Priority Number = Severity * Occurance * DetectionActions RecommendedProfessor receives new students information. Receive students info text files.Files lostProfessor won't be able to send students' info text files.9lack of knowledge.1Training.436Provide more training.

Professor sends students info to a technician.Send students info text files.Files lostProfessor won't be able to send students' info text files.9lack of knowledge.1Training.436Provide more training.

Technician adds students to a web server.Run script filesFaild to login to the serverTechnician won't be able to run the scripts.10lack of credentials.5send a request to the server administrator.7350IT management.Faild to locate script filesStudents won't be able to be added to the server.10lack of knowledge.7Training.4280Provide more training.Modify the script filesScripts won't be able to run and that would cause recreate them.10lack of knowledge.4Training.4160Provide more training.Run the wrong script fileStudents won't be able to be added to the server and they won't be able to practice on their assignments.10lack of knowledge.6Training.4240Provide more training.

Updated FMEA

Process StepKey Process InputPotential Failure ModePotential Failure EffectSEV
New: SEVERITYHow bad?Potential CausesOCC
New: OCCURHow often?Current ControlsDET
New: DETECTHow well?RPN
New: Risk Priority Number = Severity * Occurance * DetectionActions RecommendedProfessor receives new students information. Receive students info text files.Files lostProfessor won't be able to upload students' info text files.9lack of knowledge.1Training.436Provide more training.

Professor login to the new system "Website".WebsiteWebsite is downProfessor won't be able to perform the process.9Technical issue.1Fix website issue654send a reuest to IT help desk.Faild to login to the websiteProfessor won't be able to perform the process.10lack of credentials.1send a request to the server administrator.550IT management.

Professor upload students' info text files to the new system "Website".Students' info text files.Files lostProfessor won't be able to upload students' info text files.9lack of knowledge.1Training.436Provide more training.Faild to upload files to the websiteProfessor won't be able to perform the process.10Technical issue.1Help desk.660send a reuest to IT help desk.Professor adds students to a web server.Run script filesFaild to run scriptsProfessor won't be able to run the scripts.10Technical issue.1send a request to the server administrator.770IT management.

Control PlanDate:Process: Process StepWhat'sControlled?Input orOutput?Spec. Limits / RequirementsMeasurement MethodControl MethodSample SizeFrequencyWho/What MeasuresWhere RecordedReview Frequency/ Corrective ActionProfessor upload students' info text files to the new system "Website".Website availability.Input< 1 minuteManualRun chart100%Per semesterIT technicianIT departmentAt the beginning of each semesterProfessor adds students to a web server.Time to add students to the web server.Output< 51 minutesManualRun chart100%Per semesterIT technicianIT departmentAt the beginning of each semester

NOTEApprovalThe Control Plan should be limited to 3-4 critical inputs and 2 outputsProcess OwnerChampionEXAMPLE Process StepWhat'sControlled?Input orOutput?Spec. Limits / RequirementsMeasurement MethodControl MethodSample SizeFrequencyWho/What MeasuresWhere RecordedReview Frequency/ Corrective ActionCollect OrdersTimeOUTPUT20 minHistoricalRun Chart100%DailyJaneShift LogWeekly Friday 11:00amNumber of missed callsCall NumberINPUT1ManualRun Chart100%HourlyJoeCall logWeekly Friday 11:00am

BMGI Sigma CalculatorSigma Conversion Calculator

Enter Known ValueResults Shown HereYieldYieldDPMO% DefectiveProcess Sigma (ST)0.9%0.9%990,97099.0970%-0.9

DPMOYieldDPMO% DefectiveProcess Sigma (ST)78,33392.2%78,3337.8333%2.9

% DefectiveYieldDPMO% DefectiveProcess Sigma (ST)0.1%99.9%1,0200.1020%4.6

Process Sigma (ST)YieldDPMO% DefectiveProcess Sigma (ST)6.0100.0%30.0003%6.0

password:verbs

BMGI. You may freely modify, distributeand/or reproduce this only if BMGI's logo is not altered or removed.

Attribute Sigma CalculatorATTRIBUTE SIGMA CALCULATOR

ENTER RTYEQUIVALENT DPU10Characteristic Under Study:ProductSigma Shift1.5DPO0.02ENTER DPUEQUIVALENT RTY# of Units20001Opportunity For Defects / Unit5Defects20

DPU0.10DPMO20000.00PROCESS Z (Sigma)3.55

BMGI Sigma Tables

Z-Tablesz0.000.010.020.030.040.050.060.070.080.090.00.50000.50400.50800.51200.51600.51990.52390.52790.53190.53590.10.53980.54380.54780.55170.55570.55960.56360.56750.57140.57530.20.57930.58320.58710.59100.59480.59870.60260.60640.61030.61410.30.61790.62170.62550.62930.63310.63680.64060.64430.64800.65170.40.65540.65910.66280.66640.67000.67360.67720.68080.68440.68790.50.69150.69500.69850.70190.70540.70880.71230.71570.71900.72240.60.72570.72910.73240.73570.73890.74220.74540.74860.75170.75490.70.75800.76110.76420.76730.77040.77340.77640.77940.78230.78520.80.78810.79100.79390.79670.79950.80230.80510.80780.81060.81330.90.81590.81860.82120.82380.82640.82890.83150.83400.83650.83891.00.84130.84380.84610.84850.85080.85310.85540.85770.85990.86211.10.86430.86650.86860.87080.87290.87490.87700.87900.88100.88301.20.88490.88690.88880.89070.89250.89440.89620.89800.89970.90151.30.90320.90490.90660.90820.90990.91150.91310.91470.91620.91771.40.91920.92070.92220.92360.92510.92650.92790.92920.93060.93191.50.93320.93450.93570.93700.93820.93940.94060.94180.94290.94411.60.94520.94630.94740.94840.94950.95050.95150.95250.95350.95451.70.95540.95640.95730.95820.95910.95990.96080.96160.96250.96331.80.96410.96490.96560.96640.96710.96780.96860.96930.96990.97061.90.97130.97190.97260.97320.97380.97440.97500.97560.97610.97672.00.97720.97780.97830.97880.97930.97980.98030.98080.98120.98172.10.98210.98260.98300.98340.98380.98420.98460.98500.98540.98572.20.98610.98640.98680.98710.98750.98780.98810.98840.98870.98902.30.98930.98960.98980.99010.99040.99060.99090.99110.99130.99162.40.99180.99200.99220.99250.99270.99290.99310.99320.99340.99362.50.99380.99400.99410.99430.99450.99460.99480.99490.99510.99522.60.99530.99550.99560.99570.99590.99600.99610.99620.99630.99642.70.99650.99660.99670.99680.99690.99700.99710.99720.99730.99742.80.99740.99750.99760.99770.99770.99780.99790.99790.99800.99812.90.99810.99820.99820.99830.99840.99840.99850.99850.99860.99863.00.99870.99870.99870.99880.99880.99890.99890.99890.99900.9990 BMGI. You may freely modify, distribute and/or reproduce this only if BMGI's logo is not altered or removed.

Green Belt DeliverablesSix Sigma Report Deliverables ChecklistI. DefineCompleted Project Charter Tab4-VoicesSIPOC DiagramCTQ TreeGantt Chart

II. MeasureProcess Map (PFD, I/O List, Detailed Map) Descriptive StatisticsGraphical AnalysisMeasurement System AnalysisCapability AnalysisHistograms Pareto Chart Analysis

III. AnalyzeGenerated List of KPIV's: Fishbone or I/O diagramKPIV Filtering: C&E Matrix or Data AnalysisFMEA State Preliminary Y=f(x's)

IV. ImproveFuture State MapGenerated List of Potential SolutionsFiltered Solutions: C&E Matrix or Pugh MatrixRun Pilot trialsBasic Hypothesis Testing and/or Regression AnalysisOptional Lean Techniques (5S Project Area)

V. ControlUpdated FMEA Proof of Sustained Improvement: SPCFormal Control PlanOptional: Transition PlanOptional: Mistake Proofing

Gantt ChartWEEKNotesDate% Complete1234567891011121314STARTENDDEFINE1-Sep-141-Oct-14100%

MEASURE1-Oct-1429-Oct-14100%

ANALYZE29-Oct-1419-Nov-14100%

IMPROVE19-Nov-1412-Dec-140%COMPLETEINCOMPLETE