Six Sigma DMAIC Template

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Premium Reduction Delivery Improvement Champion
Sponsor
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(No Transcript)
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Plant Premium 200x Detail
Data was obtained from the Premium Web Site
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Plant Premium 200x Detail
Data was obtained from the Premium Web Site
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Plant 200x Internal IPM
Data was obtained from the Premium Web Site
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Plant 200x Internal IPM
Data was obtained from the Premium Web Site
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SIPOC
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Plant Premium Reduction Delivery
Improvement Measure Date 01 / 06 / 0x
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Cause Effect Diagram
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Data Collection Plan
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Data Collection Plan
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Gage R R Study

• Repeatability
• Within Appraisers

• Appraiser agrees with him / herself trials

• Reproducibility
• Between Appraisers

• All appraisers assessments agree with each other

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Plant Premium Reduction Delivery
Improvement Analyze Date 03 / 24 / xx
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Descriptive Statistics
The median time for parts on backorder is 2.3
days. With a target of 2 days our process
defect rate is 53
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Descriptive Statistics
Our process is stable with no clustering,
mixtures, trends, and oscillations
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Identify variation Sources
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Identify variation Sources
X1 - Uptime
Data analysis shows that machine uptime and time
to fill a backorder do not have a strong
correlation not statistical root cause
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Identify variation Sources
X2 Set Up / Change Over
Data analysis shows that Set Up / Change Over
Time and time to fill a backorder have no
correlation not statistical root cause
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Identify variation Sources
X3 Tool Availability
No difference in either the center (median) or
spread (variation) between tool Available yes vs.
no not statistical root cause
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Identify variation Sources
X4 Press Availability
The p values are greater than .05 we accept the
null hypothesis there is no difference in
backorder time when a press is available yes
vs. no
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Identify variation Sources
X5 Spare Tooling Part Availability
Although the medians appear different, there is
not enough data to statistically conclude there
is a difference there were only six samples
when spare tooling was not available
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Identify variation Sources
X6 Maintenance Response Time
Statistical Root Cause with a p-value of .004
we reject the null hypothesis there is a
difference in times. When the maintenance call
takes over 4 hours then the backorder time goes
up significantly!!
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Identify variation Sources
X7 Tool Die Repair Time
Statistical Root Cause with a p-value of .001
we reject the null hypothesis there is a
difference in times. When the maintenance call
takes over 4 hours then the backorder time goes
up
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Identify variation Sources
X8 Orders vs. Pulls
No difference in either the center (median) or
spread (variation) when we ask If the pull was
greater than the order, yes vs. no not
statistical root cause
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Identify variation Sources
X9 Low Volume
No difference in either the center (median) or
spread (variation) when we ask If the part is low
volume, yes vs. no not statistical root cause
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Identify variation Sources
X10 Red Tag or Care
No difference in either the center (median) or
spread (variation) when we ask If the material
had any pieces in redtag, yes vs. no not
statistical root cause
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Identify variation Sources
X11 Start/Stop Part
No difference in either the center (median) or
spread (variation) when we ask If this PN was a
start/stop part, yes vs. no not statistical
root cause
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Analyze Take - Aways

• Maintenance Response Time is a significant
  contributor to Time to Fill Back Order (Y)
• Tool Die repair time is a significant
  contributor to Time to Fill Back Order (Y)
• Both Maintenance Response Time and Tool Die
  Repair Time impact Uptime but Uptime alone is not
  a significant factor
• Other potential causes (Xs) did not show
  significant impact to Time to Fill Back Order
• This statistical data indicates that in order to
  reduce the Time to fill a Back Order, which
  potentially leads to premium, we must reduce the
  Maintenance Response Time and the Tool Die
  Repair Time

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Next Steps

• Continue in the Improve Phase
• Develop solutions to improve Maintenance Response
  Time and Tool Die Repair Time
• Collect Data from the Recommended improvement
  plan
• Evaluate if corrective actions reduce or
  eliminate the impact of Maintenance Response Time
  and Tool Die Repair Time on the Time to Fill a
  back Order / Premium

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• Plant Premium Reduction
• Delivery Improvement
• Improve / Control
• Date 05 / 05 / xx

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Develop Solutions

• Tool Die Repair Time Solutions
• Dedicated Tool Die support on all Shifts
• Use the Andon System to improve call priorities
• Die Maker inspects and releases parts in place of
  a traditional release person
• Document all Die changes in the log book
• Dedicated tool makers for different die families
• Maintenance Response Time Solutions
• Dedicated Machine and Maintenance Repair support
  and on all shifts
• Use the Andon System to improve call priorities
• PCL notifies maintenance when a part goes on
  back order
• Maintenance Supervisor copied on all critical
  parts

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Test Solutions - Pilot
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New Capability Analysis
Applying the goal of less than 2 days on
backorder the solutions implemented improvement
our process from 1.4 sigma to a 2 sigma process.
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Timeline for Full Solution Implementation

• Department 11xx was the first module installed.
• Implementation of the remaining modules that will
  utilize these solutions are as follows
• Department 11xx will be completely installed by
  5/15/xx
• Department 11xx will be completely installed by
  6/1/xx
• Department 11xx will be completely installed by
  8/1/xx
• Department 11xx (Low Volume) will be completely
  installed by 10/xx
• Department 11xx will be replaced by 11xx
  (8/1/xx)
• Department 11xx will be replaced by 11xx (6/1/xx)

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Financial Impact

• January April of 200x compared to January
  April 200x indicates a reduction in premium of
  16, 80, 84.5 and 31.4 respectively.
• This equates to a 61.9 reduction in premium
  over the same four month period.
• Over the last two months departments without the
  improvements have accounted for significantly
  more premium than department 110x.
• Dept 110x
  Non-Improved Depts
• March 18.0 52.0 (1119)
• April 27.8 58.9 (1116)
• Our implemented solutions improved our process by
  30
• From 1.4 Sigma to a 2.0 Sigma
• Our implemented solutions reduced our median time
  to fill a back order by 41.6
• From a median of 2.4 to a median of 1.4
• Based on these improvements we conclude that the
  plant 11 premium will be reduced by approximately
  34.0
• Based on 200x premium of 308,940, the financial
  impact will be a reduction in premium of
  105,040.00 per year.

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Control Plan

• Plant xx team should monitor Maintenance Response
  Time and tool Die Repair time.
• This should be monitored on a monthly basis.
• If Maintenance Response Time or Tool Die Repair
  Time is greater than 4 hours, plant should
  investigate root cause
• Need to determine responsible person (s) to
  monitor these issues
• System generated reports for Maintenance Response
  Time and Tool Die Repair Time will support in
  this effort

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Intangibles

• Breaking down old barriers and avoiding
  finger-pointing by using real data collected by a
  true cross-functional team
• Excellent cross functional team that was
  represented by manufacturing, PCL, tool
  engineer, Quality, IT, Terminal Store Supervisor
  and Manufacturing PCL Master black belts
• Dispelled many theories about causes for premium
  and allowed us to focus on real root cause
• Provided additional data for the manufacturing
  team to focus on the real causes for premium and
  other machine down time / Uptime issues
• Processes across all functions are interrelated
  but not all controlled by the plant manager
• Good cross functional support is required for the
  plant to be successful
• Excellent job by IT support to provide accurate
  real time data.
• Every black belt project should have an IT person
  on the team
• Excellent data collection and support by all team
  members.

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• Back-up

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Plant xx- Dept. xxxx Premium in 200x
Data was obtained from the Premium Web Site
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Plant xx- Dept. xxxx Premium in 200x
Data was obtained from the Premium Web Site