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Six Sigma Green Belt -6 -4 -2 0 2 4 6 Improving Processes - Exercises Improving Processes - Exercises

Improving Processes - Exercises

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-6. -4. -2. 0. 2. 4. 6. Improving Processes - Exercises. Identifying Solutions. Identifying Solutions. Identifying Solutions. Possible Solutions?. Identifying Solutions. Identifying Solutions. NOT ROOT CAUSE. NOT ROOT CAUSE. Identifying Solutions. Cost/Benefit Analysis. - PowerPoint PPT Presentation

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Page 1: Improving Processes - Exercises

Six SigmaGreen Belt

-6 -4 -2 0 2 4 6

Improving Processes - ExercisesImproving Processes - Exercises

Page 2: Improving Processes - Exercises

Six SigmaGreen BeltIdentifying SolutionsIdentifying Solutions

Page 3: Improving Processes - Exercises

Six SigmaGreen BeltIdentifying SolutionsIdentifying Solutions

Page 4: Improving Processes - Exercises

Six SigmaGreen BeltIdentifying SolutionsIdentifying Solutions

Possible Solutions?

Page 5: Improving Processes - Exercises

Six SigmaGreen BeltIdentifying SolutionsIdentifying Solutions

Page 6: Improving Processes - Exercises

Six SigmaGreen BeltIdentifying SolutionsIdentifying Solutions

NOT ROOT CAUSE

NOT ROOT CAUSE

Page 7: Improving Processes - Exercises

Six SigmaGreen BeltIdentifying SolutionsIdentifying Solutions

Page 8: Improving Processes - Exercises

Six SigmaGreen BeltCost/Benefit AnalysisCost/Benefit Analysis

You are considering buying a new Ford Escape

The Escape is available with two power plants:� Standard Gasoline Engine ($21,000, 24 mpg - city)� Hybrid-Gas/Electric Engine ($27,000, 36 mpg - city)

The average price of gas is $2.35/gallon.

Without considering the cost of money or differences in maintenance expenses, how long would it take to pay-back the higher initial cost of the car through improved gas mileage?

Page 9: Improving Processes - Exercises

Six SigmaGreen BeltEvaluating SolutionsEvaluating Solutions

Develop a Countermeasure Matrix for the following potential solutions:

Problem Root Causes Potential Solutions

High BloodPressure

High BMI

Exercise More

Eat Healthy Foods

High Job Stress

Reduce Alcohol Consumption

Change Job

Work Less on Current Job

Reduce Calorie Consumption

Benefit Cost Feasibility Evaluation Decision

Page 10: Improving Processes - Exercises

Six SigmaGreen BeltBarriers & AidsBarriers & Aids

For the countermeasures of “eat healthy food” & “exercise more often” develop a barriers & aids analysis:

Current State:High Blood Pressure

Future State:Low Blood Pressure

Page 11: Improving Processes - Exercises

Six SigmaGreen BeltSolution FMEASolution FMEA

The Engineering Scheduling process was modified as follows:

What could go wrong with the process changes?

Page 12: Improving Processes - Exercises

Six SigmaGreen Belt

Page 13: Improving Processes - Exercises

Six SigmaGreen BeltChangingChanging

Part 1 – Recall a change that was successful in your company. Why was it successful? What factors contributed to it’s success?

Part 2 - Recall a change that was not successful in your company. Why was it not successful? What factors contributed to it’s not being a success?

Page 14: Improving Processes - Exercises

Six SigmaGreen BeltChangeChange

Suppose your company management decided that “Six Sigma” was needed to drive necessary improvements in processes and competitiveness.

Apply the elements of change to help them build a “plan” for introducing and implementing Six Sigma:

Leading Change

Changing Systems & Structures

TransitionState

CurrentState

ImprovedState

Creating A Shared Need

Shaping A Vision

Mobilizing CommitmentMonitoring Progress

Making Change Last

Page 15: Improving Processes - Exercises

Six SigmaGreen BeltChangeChange

Thinking about the “Six Sigma Plan” you just developed, profile your company’s Change Processes:

Profile on Change Processes

0

25

50

75

100

LeadingChange

Creatinga Shared

Need

Shapinga Vision

MobilizingCommitment

MakingChangeLast

MonitoringProgress

ChangingSystems &Structures

Profile on Change Processes

0

25

50

75

100

LeadingChange

Creatinga Shared

Need

Shapinga Vision

MobilizingCommitment

MakingChangeLast

MonitoringProgress

ChangingSystems &Structures

Page 16: Improving Processes - Exercises

Six SigmaGreen BeltPin Wheel DesignPin Wheel Design

Rqmt Metric Target LSL USL Cpk

Pinwheel turns in wind of 3 fps

Rotations/ Second

8 4 - 1.5

Pinwheel time to failure (reliability)

Time to Failure (Operating minutes)

60 40 - 1

User can grasp handle with adequate clearance to pinwheel blades (safety)

Distance – Blade Tip to Top of

Hand (Inches)

6 5 - 1.5

Pinwheel handle can withstand maximum bending moment without breaking (safety)

Deflection under 2 oz. load (inches)

0.30 - 0.5 1.5

CTQs

We’ll use a simple product – a pinwheel – to help apply & tie together Process Control Planning:

PinwheelDesign

Page 17: Improving Processes - Exercises

Six SigmaGreen BeltPinwheel Fabrication/Assembly DetailsPinwheel Fabrication/Assembly Details

Page 18: Improving Processes - Exercises

Six SigmaGreen BeltPinwheel Fabrication & Assembly ProcessPinwheel Fabrication & Assembly Process

Process Steps1. Cut dowel rod to length (16”) (Supplier)2. Print pinwheel pattern (Supplier)3. Cut out pinwheel pattern4. Punch holes in pinwheel5. Cut slits in pinwheel6. Bend paper clip to pattern7. Tape paper clip to dowel8. Insert back button9. Insert center of pinwheel on paper clip10.Bend pinwheel wings and insert holes on

paper clip (clockwise order)11. Insert front button12.Bend over tip of paper clip to secure button

Materials:• Pinwheel pattern printed• Dowel rods (48”)• Paper Clips (large)• Shirt Buttons• Tape

Tools:• Scissors• Hole Punch• Needle-Nose Pliers• Ruler