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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