Project Charter Determine what the team needs to measure Core Analysis Tools Wests Reduction: Lean Concepts

measure Core Analysis Tools Wests Reduction: Lean Concepts and Tools Update all relevant documentation
- Problem - Graphical Tools: Pareto chart, trend chart, run chart, histogram, scatter plot, box - One piece flew - Work instructions and procedures
- Goal plot - Pull systems - Quality system documentation
- Business case Inputs Process Outputs - Root Cause Analysis Tools: cause and effect diagram, 5 whys, Is/Is not analysis - Quick changeover - Maintenance procedures
- Signatures - Other Core Tools: force field analysis, check sheet, brainstorming & affinity, - Effective layout & design - Training procedures
- Inputs diagrams, prioritization tools - 5S - Others as Identified
- Process data - Level scheduling - Visual Management
Team Composition - Outputs - Standardized work - Visual documentation
- Core - Measure only what is important - Poke-yoke - Visual control
- Non-core - Ties to the problem - Kaizen - Scorecards
- Champion with authority to support and influence - Measurement are preferred over attribute data - Maintaining tools & equipment - Change Management
- Point of use Inventory - Empowering & enabling employees
- Total productive maintenance - People and change
- Team performance model
- The change agent
Value Stream Mapping Create a measurement plan for each Assess process behavior over time using control charts (attribute and Variation Reduction Actions
- Walk the process Identified measure variables) - Use control charts to Incorporate good special causes and eliminate
- Identify non-value-added activities and time bad special causes
- Stabilize the process
- Use capability to determine opportunity related to process location
Process FMEA and variation
- Must be completed by the team - Both Inputs and outputs
- Use the value steam map - Code data to eliminate differences. focus on the process and minimize required
- Brainstorm failure modes using failure mode worksheet (one FM charts
worksheet per process step) • Use Z-test if two things are being assessed for differences in proportion
- For each FM on each FM worksheet, create a C-FM-E worksheet: of nonconformities
- What - will be measured?
- Brainstorm causes for each FM - Use t-test and F-test if tare things are being assessed for differences in
- Who – will capture the measurement and record?
- Determine customers for each FM location and spread, respectively
- When -will the measurement be captured end
- Determine effects from each customers POV for each FM - Use ANOVA and ANOM if more than two things are being assessed for
recorded?
- Determine all P-type controls for each FM differences in location and spread, respectively
- Where - In the process is the measurement
- Determine all D-type controls for each FM - Identify instances of instability
obtained?
- Score severity (S) of effects, frequency of occurrence (O) of - Determine cause of Instability in both outputs and Inputs (instability in inputs
- How - will the data be recorded?
causes/FM and detection (D) of D-type controls causes instability in outputs)
- How-will the data be used?
- Determine risk numbers: S, S*O and RPN Eliminate (If bad) or incorporate (if good) sources of Instability
What - measurement system will be used?

Project Plan Measurement System Assessment Determine how many processes are being Investigated (attribute and Design of Experiments (Process Optimization)
- BUM upon previous experiments
- Attribute - Select experimental methodology
data: 2x2 matrix, - Centorpoint deel^i for curvature
logistic - Repeated designs
regression, long method, stability study - Response surfaoe methodology
- Evoluttonery Operation Train relevant personnel: management, operators,
maintenance, etc.
- Begin creation of a comprehensive Lean Six Sigma project notebook end- Variable data: Gage R&R. bias study, linearity study, variables)
project report stability study
Utilize control charts to statistically verify stability
- Use MS Project (preferred) or Excel - Evaluation of two processes: Z-test far proportion, t-test for location and F-test
of the Improvement
- Brainstorm a WBS (often based on the DMAIC process) for spread - Declining, but perpetual, sampling frequency
- Identify and organize all tasks - Evaluation of three or more processes: ANOVA and ANOM
For each task Identity - Use to determine control chart configurations (multiple charts)
- Start date
- End date
- Responsibly Collect data for Analyze For variables, assess shape of process distributions
- Predecessor and successor tasks

Value-Added Analysis
- Identify value-added and non-value-added activities - Must be for a stable process (since control charts must be with a normal process,
- Quantify value-added and non-value-added time iteration may be required) Verify sffectNensss of bngrovomente
- Run moments test. NPP (or quantile plot) or other test for normality - Special cause variation-control charts signals
- Determine value-added/non-value added ratio
- If normality distributed, continue - Common cause variation- capabllty analysis and control charts
- If not, data must be transformed, X-bar and R chart must be used or specialized (spread of the limits)
control charts created. Likewise, specialized capability calculations must be used - Correlation end regression analysis

Determine process capability (variables)

- Must be on a stable process
Keys to Successful Project Selection - Must be normally distributed to use standard Cp, Cpk or Pp, Ppk formulas and/or
Z table to determine proportion nonconforming
- Use a structured framework to select projects (prioritization matrix) -
- Sample size of at least 100 is recommended
Determine If Improvement opportunity lies in location or spread
Project Closure
- AS projects must address key organizational Issues
- All projects must obtain clear management support (Champion) - Complete the comprehensive project notebook and project report
- Balance customer focus with financial goals - Clearly delineate actual benefits vs. project charter goals
Determine relationships between variables (variables and attributes)
- Projects must have a rational 8nd stable scope - Correlation • Create and share TGR/TGW summary
- Never hove more ongoing projects then resources can rationally support - Scatter plots for visual cues • Communicate results to all relevant areas of the organization
- Inputs to outputs, outputs to outputs and Inputs to Inputs • Leverage opportunities to clone/transfer project benefits to multiply gains
- Determine if correlations are statistically significant
- Linear regression to define the relationship between variables

Design of Experiments (Screening and Knowledge Building)

- Used to determine key process variables and identify interactions between
variables
- Utilize sequential design strategy, don't try to boil the ocean
- Begin with screening and full factorial designs
- Ensure propriety of conduct through detailed prior planning
- Use the correct method to assess the significance of factors
- Build upon knowledge gained to run sequential experiments