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IENG 451 - Lecture 05

IENG 451 - Lecture 05. Process Tools: Process Capability; SIPOC and Swim Lane Diagrams. Six Sigma - Motorola. Six Sigma* = 3.4 defects per million opportunities! ± 6 standard deviations – after a 1.5 sigma shift!

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IENG 451 - Lecture 05

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  1. IENG 451 - Lecture 05 Process Tools: Process Capability; SIPOC and Swim Lane Diagrams IENG 451 Operational Strategies

  2. Six Sigma - Motorola • Six Sigma* = 3.4 defects per million opportunities! • ± 6 standard deviations – after a 1.5 sigma shift! • Every Motorola employee must show bottom line results of quality project – finance, mail room, manufacturing, etc. • identify problem; • develop measurement; • set goal; • close gap • Long term process – 5 years to fully implement IENG 451 Operational Strategies

  3. Two Process Capability Indices • Cp: • Measures the potential capability of the current process - if the process were centered within the product specifications • Two-sided Limits: • One-sided Limit: IENG 451 Operational Strategies

  4. Cp Relation to Process Fallout • Recommended Minimum Cp Ratios: (D. C. Montgomery, 2001) • Existing Process 1.25 (1-sided) 1.33 (2-sided) • Existing, Safety / Critical Parameter 1.45 1.50 • New Process 1.45 1.50 • New, Safety / Critical Parameter 1.60 1.67 IENG 451 Operational Strategies

  5. Process Capability Indices • Cpk: • Measures actual capability of current process - at its’ current location with respect to product specifications • Formula: Where: IENG 451 Operational Strategies

  6. Process Capability Indices • Regarding Cp and Cpk: • Both assume that the process is Normally distributed • Both assume that the process is in Statistical Control • When they are equal to each other, the process is perfectly centered • Both are pretty common reporting ratios among vendors and purchasers IENG 451 Operational Strategies

  7. LSL USL Process Capability Indices • Two very different processes can have identical Cpk values, though: • because spread and location interact in Cpk! ENGM 720: Statistical Process Control

  8. Process Capability Indices • Cpm: • Measures the current capability of the process - using the process target center point within the product specifications in the calculation • Formula: Where target T is: ENGM 720: Statistical Process Control

  9. SIPOC • Is an acronym for a diagram covering flow: • Suppliers • The external / internal entities providing the • Inputs • The items that flow into the scope of your • Process • The steps (actions) within your scope to produce • Outputs • The items that flow from your process scope to the • Customers • The external / internal entities using your outputs IENG 451 Operational Strategies

  10. SIPOC • Keys for a SIPOC diagram: • Identify the scope • These are the process boundaries and activities • Model at a high level now, lower model level with VSM • Identify the KPOVs and customers • Brainstorm these items • If there are too many, focus on the critical few or go to a higher level • Identify the KPIVs and suppliers • Brainstorm these items • If there are too many, focus on the critical few or go to a higher level IENG 451 Operational Strategies

  11. SIPOC • Keys for a SIPOC diagram: • Identify the Process Steps and CTQs • These are the internal activities within the process boundaries • Critical To Quality requirements must be met by the process • Order of keys does not matter for a SIPOC diagram: • Definitions (being specific) does matter • Timing information is important (constraints) • All members must understand the diagram • Check definitions and scope alignment at the end IENG 451 Operational Strategies

  12. Swim Lane Charts • These diagrams highlight WHO handles the flow: • Identify the different people / functions that are involved in the process • These are listed on the left side (vertical access) • Timing is shown on horizontal access • These become the swim lanes • Brainstorm the steps in the Process (SIPOC): • Identify them on notes / cards for As-Is, re-use for To-Be • Place them in the proper swim lane, in order, connect flows • Connect the notes / cards with arrows showing flow direction • Communications are noted with thin lines, show informal communications with dashed, thin lines IENG 451 Operational Strategies

  13. Questions & Issues IENG 451 Operational Strategies

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