Improve Phase– PDCA

• PDCA is a four-step methodology for carrying out change.

• PDCA circle has no end
• The PDCA cycle should be repeated-again and again
for continuous improvement
• The PDCA cycle is considered an improvement phase
• Plan: Recognize an opportunity and plan a change.
• Do: Test the change. Carry out a small-scale study.
• Check: Review the test, analyze the results, and identify what
you’ve learned.
• Act: Take action based on what you learned in the study step. If
the change did not work, go through the cycle again with a
different plan. If you were successful, incorporate what you
learned from the test into wider changes. Use what you learned
to plan new improvements, beginning the cycle again
Improve Phase– PDCA –Area of application

• Starting a new improvement project

• Developing a new or improved design
of a process, product, or service
• Defining a repetitive work process
• Planning data collection and analysis
in order to verify and prioritize
problems or root causes
• Implementing any change
• Working toward continuous
improvement
 Module: 5.2
Key Tools under Improve phase
Improve Phase - Tools
Design of Experiment

Regression Analysis

Root Cause Analysis

Piloting

Pugh analysis
Design of Experiment
 Design of Experiments (DOE) is one of the most popular statistical techniques of our times.
 DOE originated in 1920 by a British scientist, Sir Ronald A
 Recent widespread popularity of DOE is associated with the works of Genichi Taguchi, a
Japanese engineer, who focused on the practical use versus mathematical perfection of the
technique.
 Taguchi's work began a revolution in the presentation of DOE material where mathematical
theory is downplayed in order to enhance the clarity and practicality of the subject.
 DOE has been credited as a primary contributor to the success of the Ford Taurus and
general improvement in American autos.
Design of Experiment-Key steps
1. Define Project 4. Determine Solutions
– Identify responses 5. Record Results
2. Establish Current Situation 6. Standardize
3. Perform Analysis 7. Determine Future Plans
– Identify factors
– Choose factor levels
– Select design
– Randomize runs
– Collect data
– Analyze data
– Draw conclusions
– Verify results
Design of Experiment-Key steps- Improvement by design
• Efficient Experimentation Approach (Cont.)
– Evaluate the results.
– Recommend improvements.
– Plan and implement the improvements.
– Provide a mechanism for control.
• Experiment Plan
1. Define objective in terms of a solution of the problem you are currently
experiencing or which is the reason for launching the study.
Mission: Find the combination of factors that most consistently maximizes
_________________
Design of Experiment-Key steps- Improvement by design
• Experiment Plan (Cont.)
2.Agree on an experiment or project title.
3.Identify constraints you will have to deal with.
1. Our materials and test budget for this phase is limited to $__________ (or
hours).
2. Each prototype will cost $________ to build.
3.Additionally, it will cost $_______ to conduct each test.
4.Identify quality characteristic that measures how objective is to be
satisfied.
Select evaluation criterion, define units of measurement, direction of result
desirability.
Design of Experiment-Key steps- Improvement by design

• Experiment Plan (Cont.)

5. Select key factors and their levels.
Factors for study should be selected from a “Paretoized” list of factors ID by
team. Use of Ishikawa/Cause & effect/Fishbone diagrams advised.

6. Write operational definitions for the quality characteristic, key

factors, and other data you will be working with and ensure there
is team agreement on these definitions; at least for the duration of
this experiment.
Design of Experiment-Key steps- Improvement by design

• Experiment Plan (Cont.)

7. Determine interactions of concern, select a few for study.

8. Identify noise factors, evaluate possibility of incorporating their

influence for robust designs.

9. Define scope of experiment by determining sample size for the

study.
Team leader/facilitator should share total number of tests and duration for
the same.
Design of Experiment-Key steps- Improvement by design

• Experiment Plan (Cont.)

10. Define the measurement system. Could be a listing of equipment
types & reference to detailed list. If equipment has not had an
MSA, make provision for one.

11. Plan most significant team roles for the experiment. See Slide 13
for examples.

12. Estimate duration and plan dates.

13. Arrange for Facilities and Equipment.

Design of Experiment-Key steps- Improvement by design
Experiment Plan (Cont.)
– Roles:
Role Responsibility Who
Lead Engineer Lead team in deciding which prototypes to build.
Final say on which are built, tested.

Test Engineer Leads team in conducting all tests. Final say on

how tests are conducted.

Assembly Engineer Leads team in building prototypes/simulations.

Final say on building issues.

Finance Mgr Leads team in tracking expenses. Responsibility

for keeping team on budget.

Recorder Leads team in recording data from trials.

Design of Experiment-Key steps- Improvement by design
Experiment Plan (Cont.)
– Roles:
Role Responsibility Who
Lead Engineer Lead team in deciding which prototypes to build.
Final say on which are built, tested.

Test Engineer Leads team in conducting all tests. Final say on

how tests are conducted.

Assembly Engineer Leads team in building prototypes/simulations.

Final say on building issues.

Finance Mgr Leads team in tracking expenses. Responsibility

for keeping team on budget.

Recorder Leads team in recording data from trials.

Design of Experiment-Key steps- Improvement by design

• Experiment Report: Prepare a report on your recommendations for

increasing performance. Include:
– Recommendations for an improved design
– Predicted performance at improved setting
– How much money/hours did you use?
– What experimental strategy did you use to arrive at the above?
– List the things you did to hold conditions similar across tests
– How did you analyze your data?
– Recommendations for future prototypes to build and test
Design of Experiment-improvement by design

• Stick with a winner

– Make a change.
• If this change increases performance, keep it and make another change.
• If not, change back and try another factor.
– What are some of the disadvantages of this strategy?
• Major drawback: No guarantee of finding optimum solution.
• Solution depends to some degree on which factor we decide to change
first.
Design of Experiment-improvement by design
• Factorial Layouts, Full and Fractional
• Factors and X’s
– We are referring to the same thing – inputs
– There may be few or many
– We want to find out which are important and which are trivial
– We want to discover interactions among factors
– We want to accomplish this at the lowest cost, in terms of time, material and funds as
possible
• High and Low settings
– For each factor we will select a very low level and a very high level which will be used
throughout tests
– These will be selected by experts with insights into the factors
Design of Experiment-Key terms
• Experiment: A test under defined conditions to determine an unknown effect, to
illustrate or verify a known law, or to establish a hypothesis.
• Experimental Error: Variation in observations made under identical test conditions.
The amount of variation that cannot be attributed to the variables included in the
experiment.
• Factor: Independent variables.
• Interaction: Factors are said to interact if the effect that one factor has on the response
is dependent on the level of another factor(s).
• Level: The settings of a factor.
• Randomization: Assigning the order in which to run the experimental conditions using
a random mechanism.
• Repetition: Multiple measurements or tests on a single piece, lot, or model.
• Replication: Multiple execution of all or part of the experimental process with the
same factor settings on different pieces, lots or models.
Design of Experiment
 Process is a conversion of inputs to output
 Input may include both controllable and uncontrollable variables
 DOE is a method of analyzing all influencing factors simultaneously
 Used when known sources of variation have been eliminated but process is still not
capable; if process is capable then DOE may not be required
 Identifies which variables individually affect key measures

Input variables
Process Output variables
(Controllable + Uncontrollable)
Regression Analysis

 Regression analysis generates a line on a scatter plot that quantifies

the relationship between X and Y to understand variation impact.
Regression Analysis and DOE – basic difference

Regression Analysis DOE

• Uncovers relationship • Identify cause and effect

• Results left open to interpretation • Clears result on impact variables
• Can’t measure variability impact • Measures impact on variability
• Provides unreliable information • Provides Reliable information on
on interaction interaction
Key Terms
Response

• Dependent variables of an experiment that changes as changes are made to factors e.g. Sales,
response time, etc.

Factors

• Independent or input variables that are changed during an experiment to validate their impact
on output e.g. machine, man, etc.

Levels

• Setting of factors that are tested during the experiment. Two levels ‘-’ and ‘+’ are recommended
generally which means status quo and change tested respectively

Error

• It is a variation in experimental unit that have been exposed to same treatment e.g. humidity,
season, geographic location, shift
Glossary
Interactions

• When the combination of two factors creates a result that is different from result
produced by the individual factors. e.g. banking time and temperature

Treatment

• A unique set of factors at specific levels whose effect on the response variable is of
interest. e.g. moulding temperature at high setting and baking time at low setting

Trial

• An experiment run for a specific treatment

Experimental unit

• Quantity of a material to which one trial of a single treatment is applied to create a

response
Repetition & replication
Repetition:
 During a treatment setup, several samples are run without changing
the setting.
 This shows short-term variability

Replication:
 The entire experiment is repeated with a change in the setting of
experimental conditions between trials.
 This shows long-term variability

“Repetition and replication provide an estimate of experimental error and help

determine the statistical significance of the differences in readings”
Errors randomization and blocking
Randomization:
 Running the trial without any order
 The use of randomization helps with:
• Noise factors that are completely random and uncontrollable
• Avoiding time-related changes, uncontrollable variables, and tool
wear
• Eliminating bias in expert opinions
Blocking:
 Setting the DOE so that controllable noise factors are incorporated into
the experiment or held at a constant level throughout
Root cause analysis

RCA ensures:
• Identification of unknown sources of variation
• Helps in optimization of the process
• Implement corrective action
• A root cause is a factor that caused the defect or issue.
Removing that factor will prevent the re-occurrence of the issue
RCA Tools

All these tools are covered in Analyze phase also

RCA Tools- Recap_Cause & effect Diagram
RCA Tools- Recap_Cause & effect Diagram
● Dr. Kaoru Ishikawa developed the first cause and effect

diagram in 1943 while consulting for Kawasaki steel works

● Dr. Joseph M. Juran named it as Ishikawa diagram

● A diagram which represents meaningful relationship between

an effect and its causes.

● A diagram which shows the relation between a quality

characteristic and the cause factor

RCA Tools- Recap_Cause & effect Diagram
● Rationale and Benefits

✓ Enables a team to identify, explore and graphically display all the

possible causes related to a problem

✓ A cause and effect diagram is good for seeing the whole “causal”

relationship

✓ Enables identification of root causes and not symptoms

RCA Tools- Recap_Cause & effect Diagram

● Dispersion Analysis Type

● Process Flow Classification Type

● Cause – Enumeration Type

Note: Dispersion analysis type and Cause – Enumeration type differ only in the

method of construction
RCA Tools- Recap_Cause & effect Diagram-steps to make
● State the undesirable effect

● Identify the main cause groups

● Identify causes and sub-causes

● Identify potential root causes

RCA Tools- Recap_Cause & effect Diagram-example
RCA Tools- Recap_Cause & effect Diagram-example
5 Why Analysis
 This tool is useful to focus upon discovering the root cause
 It helps to understand the relationship between a problem and its different
causes
 Prior to action or countermeasure, this tool helps to identify the root/
source(s) of problems, instead of the symptoms
 The 5-Whys technique asks WHY five times to drill down and identify the
potential root cause.
 Applying this method prevents the analysis from stopping with symptoms,
which lead to superficial solutions
5 Why Analysis-steps to use
Select a probable validated cause of a problem

Ensure adequate consent and understanding among all the

team members before moving towards root cause

Start asking why this outcome occurs which leads to

problem

Select 1 convincing reason and ask again as why that reason

occur

Continue asking why until potential root cause is reached and

enough information is gathered, such that the proposal solution
becomes actionable as countering root cause of problem
 5 Why Analysis-Example case
Problem: One of the monuments in Washington D.C. is deteriorating.
1.Why does the memorial deteriorate faster?
Because it gets washed more frequently.
2.Why is it washed more frequently?
Because it receives more bird droppings.
3.Why are there more bird droppings?
Because more birds are attracted to the monument.
4.Why are more birds attracted to the monument?
Because there are more fat spiders in and around the
monument.
5.Why are there more spiders in and around the
monument?
Because there are more tiny insects flying in and around
the monument during evening hours.
6.Why are there more insects?
Because the monument’s illumination attracts more
insects.

Source: http://thekaizone.com/2014/08/5-whys-folklore-the-truth-behind-a-monumental-mystery/
Pugh Analysis

Is a solution to fix a root cause or issue or problem

Is a decision making matrix used for comparison and

evaluation of in relation to baseline

Is used by selecting the most important criteria needed

for taking the decision, and comparing the alternatives

Is used when only one solution is possible or when a

hybrid of many potential solutions are needed
Pugh Analysis
Pugh Analysis
Pugh Analysis
Pugh Analysis
Pugh Analysis
Green belt Six sigma_
Improve Phase
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Q.1 DOE stands for??

A. Design of experimentation B. Design of experience

C. Difference of experiment D. Design of Experiment

 The Right Answer is….

Q.1 DOE stands for??

A. Design of experimentation B. Design of experience

C. Difference of experiment D. Design of Experiment

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Q.2 Who was the Japanese Veteran in field of DOE?

A. JM Juran B. Deming

C. FW Taylor D. G Taguchi
 The Right Answer is….

Q.2 Objective of 2S is?...?

A. JM Juran B. Deming

C. FW Taylor D. G Taguchi
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Q.3 Regression can not measure variability impact. Is it a true statement or false?

A. True B. False

C. Both D. None
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Q.3 Regression can not measure variability impact. Is it a true statement or false?

A. True B. False

C. Both D. None
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Q.4 Pugh Analysis is a ………….?

A. Decision making matrix B. Prioritization tool just like Pareto

C. Both D. None
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Q.4 Pugh Analysis is a ………….?

A. Decision making matrix B. Prioritization tool just like Pareto

C. Both D. None
 Thanks

Keep
Learning !
Module: 5.3
Key Lean Tools
Improve Phase - Tools
Kaizen
Solution Selection Matrix
Pokayoke
JIT
JIDOKA
Takt Time
Heijunka
SCAMPER
Quality Planning
Improve Phase - Tools
All incremental changes routinely applied and sustained over a
long period of time result in significant improvement.
It is good to do it right the first time and even better to make it
impossible to do it wrong the first time
The five steps to get an organized work area are Sort, Set in
Order, Shine, Standardize, and Sustain.
Producing the required units, in the required quantity,
at the right time, and with the required quality
Utilizing visual display cards to signal the movement of
material between the steps of a product process
Implementing supervisory function in production line and
stopping the process as soon as a defect is encountered.
The maximum time in which the customers’ demands need to
be met
Reducing waste that occurs due to fluctuation in customer
demand
Kaizen
Kaizen Blitz
• A Kaizen Blitz is an intensive approach towards process improvement.
• Each tool includes following key things to rapidly make improvements to a specific
product or portions of your processes.
 team empowerment,
 brainstorming,
 problem solving
The Germans developed a style of warfare, called blitzkrieg, that employed a rapid
and overwhelming use of force to disrupt and defeat their enemies. In this article,
we will discuss what a Kaizen Blitz is, when and how to use it, and some best
practices for deploying your troops
Kaizen Blitz
• The terms Kaizen Blitz and Kaizen Event can be used interchangeably.
• A Kaizen Blitz is the organized use of team knowledge that can improve all aspects of your
organization. Such an event assembles cross-functional teams aimed at improving a process
or problem identified within a specific area.
• A Kaizen Blitz is a structured event and follows the sequence of DMAIC (Define-Measure-
Analyze-Improve-Control). However, there are some notable differences between a classical
DMAIC project and a Kaizen Blitz.`
Kaizen Blitz - application
• When obvious problems have been identified but no known solutions exist.
• When the scope and boundaries of a problem are clearly defined and relatively narrow in
scope.
• When results are needed in the short term.
• In the early stages of a project to gain momentum and build credibility.
• When event is tightly defined and scope is evident for implementation
Kaizen vs Kaizen Blitz
Kaizen Kaizen Blitz

• A Method of • Is an event & brings

incremental rapid solutions
improvements • Plan, execute event,
• Standardize, measure decides a solution and
and compare the follows it
process • Is Lead by
• Is lead by management management only
and team • Is a part of continuous
• Is a continuous improvement process
improvement process
Improve Phase–
Solution selection example: Solution 1 Solution 2 Solution 3

matrix Solution Selection Criteria Weight Score

Weighted
Score Score
Weighted
Score Score
Weighted
Score

• The Solution Selection

Matrix evaluates solution
ideas against specific
criteria: ease of
implementing, permanence
of the solution, impact on
performance and cost-
benefit. This template
provides a format for
creating a matrix using your Total 0 0 0
ranking criteria.
* Score = Solution's ability to address selection criteria (1 is low
and 10 is high)
Improve Phase– Pokayoke

• Mistake proofing: to avoid inadvertent errors and prevent defects before they occur;

• Poka-Yoke is Japanese for mistake-proofing which was developed by Shigeo Shingo as a tool
to achieve Zero Defects;

• It is the creation of devices that either prevent the special causes that result in defects or to
inexpensively inspect each item produced to determine whether it is acceptable or defective.

• Poka-Yoke does not require human assistance and can free worker’s time and minds to pursue
more value-added activities.

• A Poka-Yoke device is any mechanism that either prevents a mistake from being made or
makes the mistake obvious at a glance.
Improve Phase– Pokayoke
• Home
– Automated Shut-Offs on Electric Coffee Pots
– Ground Fault Circuit Breakers for Bathroom or Outside Electric Circuits
– Child-Proof Caps on Medications
– Butane Lighters with Safety Buttons
• Retail
– Tamper-Proof Packaging
– Bar Coding at Checkout
• Office
– Spell Check in Word Processing Software
– Questioning “Do you want to delete?” After Depressing the “Delete” Button on Your
Computer
• Factory
– Dual Palm Buttons and Other Guards on Machinery
– Bar Coding
– Lock-Out / Tag-Out
Improve Phase– Pokayoke Exercise
• Instructions:
• As a team, brainstorm and flipchart different poka-yoke devices you
encounter in daily life.
Improve Phase– Pokayoke approach

Step 1: Describe the product/service defect and collect data

Step 2: Identify where the defect is discovered and where it is created
Step 3: Detail the Standard Procedures where the defect is created
Step 4: Observe the process and Identify errors in or deviation from
the Standard Procedure

Step 5: Investigate and analyze the root cause for each error or
deviation
Step 6: Brainstorm ideas to eliminate or detect the deviation early
Step 7: Identify the mistake proofing device necessary to prevent the
defect

Step 8: Test, validate, and implement mistake proofing Device to the process
Mistake Proofing
 Select a proposed solution to the problem area
 One person from each group to be selected as a Team Leader
 In each group, create two sub-groups. One group should be in favor
of the idea and the other should oppose it
 It should be a kind of One-to-One discussion where the Team Leader
 will coach his / her people to bust their assumptions
Mistake Proofing
 The best control mechanism is to use a fool proofing method to ensure
absolute control
 Recognize that it is natural for people to make mistakes. Not noticing that an
error is made or a machine is not functioning does not make a person stupid
or foolish.
 Mistake-Proof or Poke-yoke the process!
 Errors never become defects!
 Levels of Mistake Proofing
Inspection – Catches mistakes after they occur
Point of use inspection – Mistakes are caught before they cause errors
Poke-Yoke – Ensure mistakes do not occur or get passed on to the customer
Mistake Proofing Example
There are several methods of control. We will look at a few of these… (It is not required to use
all these methods in one project

1. Ensuring that the improved process is documented and having a plan to regularly audit
the usage of the documentation.
2. Linking the improvement to a financial parameter which gets tracked as part of the
accounting system.
3. Installing a monitoring system which will track any changes that will happen to the
process on an ongoing basis.
4. Evolving a company wide system, which confirms the gains at regular intervals
JIT
 The concept underpinning the Just-in-Time process is based on making only
• what is needed,
• when it is needed, and
• in the amount needed

 When an order is received, instructions to start production are issued to the assembly line
as soon as possible.
 The goal is to achieve a continuous flow and fill a customer’s order in the shortest possible
time by doing only what is needed to perform the next process.

For vehicle production, Just-in-Time entails the following:

• The assembly line must have a minimal inventory of parts to enable the production of any
kind of vehicle.
• Once an order is filled, the assembly line orders replenishment parts from the parts-
producing processes.
JIT
 The parts-producing processes must keep a small inventory of all types of parts, and
produce only the quantities needed to replace what is pulled for the next process.
 Just-in-Time aims to ensure efficient production of quality products with short lead time.
JIDOKA
• Jjidoka is a principle which requires that, when a problem is detected, the equipment should
come to a safe stop immediately, to prevent the production of defective products.
• Conventional automated equipment is complemented by human intelligence functionalities
which enable it to check quality, stop and signal when it detects a problem.
• The machines are linked to synchronize the upstream operation with the downstream
operation (pull system), instead of pushing items to the next machine on the production line
(push system).
• It all starts with manual work and people’s skills and craftsmanship.
• This process is repeated continuously in order to:
a. simplify the equipment and reduce its cost
b. reduce equipment maintenance cost and time
c. create simple, compact and flexible lines that adapt to fluctuations in production
• The core of jidoka is the interdependence and the continuous improvement of both
technology and the skills of the people, based on human wisdom and talent.
• Machines and technologies advance as people transfer their skills and workmanship to
them, and this transfer is done through manual work.
JIDOKA
Applications of Jidoka to prevent quality problems and to facilitate daily improvements:
• When a machine detects a problem, it communicates an abnormality (the machine is
engaged in autonomation).
• The operator must also self-inspect their work, as well as the previously produced work, and
take action when a defect is found.
• A visual and/or audio alert is activated by the operator or by the machine itself.
• The operator stops the line.
• The supervisor immediately attends to the problem, identifies the root cause and removes it.
• The process is improved to eliminate the possibility of the problem occurring again.
TAKT time and Cycle Time
Takt Time
 Takt time is the maximum amount of time in which a product needs to be produced in order to
satisfy customer demand.
 The term comes from the German word "takt," which means "pulse."
 It is set by customer demand, takt creates the pulse or rhythm across all processes in a business to
ensure continuous flow and utilization of capacities (e.g., man and machine)
 Takt time is more than a metric of time — it’s a whole different way of thinking for running your
operations.
 First, takt ensures that all the capacity in a business is planned and utilized and still meets overall
customer demand.
 By and large, takt will help to deliver the right product (RP) at the right time (RT) in the right
quantity (RQ) to the customer.
 You can achieve RP, RT, and RQ without implementing takt; however, this could lead to much waste
of man and machine.
Second, takt creates a constant pulse across your processes, which will immediately highlight
capacity issues, synchronization issues among processes, quality issues and many others.
TAKT time and Cycle Time
Cycle time
 Cycle time is the actual time spent working on producing an item or providing a service, measured
from the start of the first task to the end of the last task.
 Cycle time includes both value-added time as well as non-value-added time.
 The key word in the definition is actual, as many companies will use cycle time to describe the
expected time spent working on producing the item, and these two times are often not the same.
 To make things regarding a simply concept even more confusing, people often mistake other time
concepts, such as lead time or takt time, for cycle time.
The mathematical formula behind cycle time is not difficult to understand. Subtract the time the first
task was started from the time at the end of the last task.
Cycle Time for single piece flow item = Finish Time – Start Time
TAKT time and Cycle Time
The calculation for takt time is as follows:

Takt time = _______________________

Production Time Available
Customer Demand

Where,
- production time available = (total production time – breaks – maintenance activities – shift
changeover – clean down time)

and

- Customer demand = amount of units required by customer/ time period

Heijunka
• Heijunka is a Japanese word that means “leveling.”
• When implemented correctly, without haste – it helps organizations meet demand while
reducing while reducing wastes in production and interpersonal processes.
• It is a leveling the type and quantity of production over a fixed period of time.
• This enables production to efficiently meet customer demands while avoiding batching
• It results in minimum inventories, capital costs, manpower, and production lead
time through the whole value stream.”
Heijunka: Key terms
Takt time: The time it takes to finish a product in order to meet customer demand; can be
thought of as the customer buying rate. It is the guidance for the
entire heijunka implementation.
Volume leveling: Manufacture at levels of long-term average demand and keep a buffer
inventory proportional to variability in demand, stability of production process and shipping
speed.
Type leveling: Essentially, make every product every day and reserve capacity for changeover
flexibility; use a heijunka box to visualize the production flow and schedule.
Heijunka box: A working diagram of type leveling and production schedule.
Heijunka: Key terms
Work slowly and consistently: Taiichi Ohno, founder of the Toyota Production System, says it best:
“The slower but consistent tortoise causes less waste and is much more desirable than the speedy
hare that races ahead and then stops occasionally to doze. The Toyota Production System can be
realized only when all the workers become tortoises.”
Changeover time: Efficiency of changeover is the fulcrum of heijunka; narrowing changeover times
helps tighten the value stream between supply and demand.
Buffer inventory: Having some product ready to ship at the beginning of each production cycle is
essential to smoothing production and leveling demand at consistent rates and quality so that
resource waste is minimized on the line.
Type standardization: By manufacturing one of each product or service a day, knowledge can be
more readily shared across types to benefit every process
SCAMPER
 Substitute: Alternate product or process which can be used
 Combine: Merging to optimize the application
 Adapt: Can this product be used in another context
 Modify: What can be emphasized to create more value
 Put to another use: Alternate application of same product
 Eliminate: Compete removal from application
 Reverse: change of order

SCAMPER is a brainstorming technique

Piloting
Why pilot?
– To better understand the effects of your solution and plan for a successful full-
scale implementation.
– To release an early version of your solution to a particular market segment
that has an urgent need for the change.
– To lower your risk of failing to meet improvement goals when the solution is
fully implemented.
– To more accurately predict monetary savings resulting from your solution.
– To justify investments required for full-scale implementation.
Piloting
• Complete a plan to execute your pilot:
– risk assessment to identify potential unintended consequences of the pilot
– consider issues such as test population, budget, resources, location, and timing
– develop a data collection plan for your pilot
• Run the pilot and collect process data.
• Analyze the results of the pilot to:
– prove statistically that your solution meets your improvement goals
– identify issues and requirements you need to address to ensure successful full-scale
implementation of your solution
• Once you have successfully piloted your solution, get permission to implement on a full
scale.
Piloting
Improve Phase over-view strategy
• Develop an improvement strategy to provide a framework for developing a solution
systematically and efficiently.
• Strategy will depend upon:
– the nature of your improvement project
– your current level of process knowledge and
– the availability and characteristics of the data.
• Collect data about your process and alternate solutions so you can make informed
decisions about how to improve your process.
• Incorporate different combinations of statistical and quality tools to refine your
solution and attain the required process performance.
Quality Planning steps
1. Compile all documentation related to the previous phases of the project

2. Ensure that all documents pertaining to the process and mentioned in any existing quality system
documentation are updated.
3. Create a reporting mechanism on the improved Y.

4. Ensure that the responsibility for reporting and reviewing is clearly documented.

5. Conduct a Measurement system analysis to ensure that all critical measurable X’s are being
measured properly.
6. Create a plan for updating the MSA on a regular basis.

7. Create a trouble shooting guide to ensure that actions to be taken are known, if anything goes
wrong with the process.
Quality Planning steps
8. Ensure that all people in the process are identified that all people in the process
are identified Quality Planning Steps

9. Create a training plan for all people concerned

10. Ensure that all people are trained on the improved process and that the training
is documented.

11. Once the training is completed, do an FMEA on the improved process to ensure
that no risk items have been missed.

12. Create a plan for completing any action points arising out of the FMEA
Quality Planning steps

Typical documentation methods to ensure sustainability:

1. Checklists

2. Audit plans

3. Management reporting mechanisms

4. Balanced scorecards (if applicable)

5. Updating of Business Process Management System (if available)

Improve Phase: Key Parameters

 Proposed Solution for the problem

 Cost vs Benefit analysis

 Presentation to management

 Pilot plan
Improve Phase: Key Parameters
 Proposed Solution for the problem

 Cost vs Benefit analysis

 Presentation to management

 Pilot plan
Improve Phase
 In the IMPROVE phase, the team is done with validating the causes of the problems in the
process and is ready to generate a list of solutions for consideration
 As the team moves into this phase, the emphasis shifts from analysis to creativity.
 Before initiating improvements, we need to do following:
• Find out the magnitude of the impact of X on Y.
• Find out whether there is an interaction between two X variables.
• Find out a quantified relationship between all the X’s and Y, which will in turn help us to
change the magnitude of X variables to give us the desired Y.
Improve Phase
 At this stage, a Project Leader has to urge his / her teammates to be creative, to think
beyond what is already accepted.
 At this point, there is no need to worry about keeping things “practical” and “realistic.”
 The time to make the ideas workable will come later
 This technique is used to open people’s minds and generate a fresh perspective.
 It involves brainstorming about the opposite of what you want to accomplish.
Improve Phase_Chain Letter Technique
 This technique is used to generate a large volume of possible
solutions outside of a formal meeting.
 In the Chain Letter technique, team members generate and pass on
ideas via memos or emails.
 Instructions:
Exercise Time
 Select a proposed solution to the problem area
 One person from each group to be selected as a Team Leader
 In each group, create two sub-groups. One group should be in favor
of the idea and the other should oppose it
 It should be a kind of One-to-One discussion where the Team Leader
 will coach his / her people to bust their assumptions
Improve Phase: Examples
Reduce Cycle Time
• A team worked to reduce the time required to provide an answer to a customer’s
question in the proposal process.
• Three different people each use a different process to respond to the customer.
When all three processes were studied, the following was discovered:
– Each process contained a minimum of 5 non-value-added steps that made up
70% of the total processing time.
– Regardless of risk level or customer, all questions were handled equally.
– Incomplete information requests were maintained in the system until the final
stages of the proposal process.
Improve Phase: Examples
Reduce Cycle Time (Cont.)
• The team worked with the experts to determine alternate processing
paths to reduce the non-value-added paperwork handoffs and
documentation requests.
• They developed an alternate fast-track path for low-risk questions.
• Incomplete information requests were forwarded to the customer for
completion.

Result: Cycle Time Reduced

Improve Phase: Examples
Reducing Delivery Time
• Problem: There was slow delivery time on small package domestic
shipments.
• The company was using 1 vendor, vendor A.
• Analysis showed that vendor, time of year, and distance shipped were
vital Xs.
• They ran experiment with a potential second vendor, vendor B. Went
to a neighboring business who employed Vendor B, collected
information on delivery time (in days) under similar conditions of
time and distance.
Improve Phase: Examples
Reducing Delivery Time (Cont.)
– Performed a homogeneity of variance test on the standard deviations to see if
there was a statistically significant difference between the variation in delivery
times of Vendor A vs. B.
– Performed a 2 sample t-test on the means to see if there was a statistically
significant difference between delivery times of Vendor A vs. Vendor B.
• Conclusion?
– Switch vendors! Vendor B was better.
– Vendor B had less variation in service time, a lower mean service time, and a
higher process capability
• Still had to consider issues:
– Vendor qualification by Procurement, cost, legal, impact on other processes,
terms of contract in use
• Ran Pilot to confirm capability
Green belt Six sigma_
Improve Phase
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Q.1 Kaizen means..

A. Change of better B. Continuous improvement

C. A Japanese simple but effective improvement

D. All of above
tool
 The Right Answer is….

Q.1 Kaizen means..

A. Change of better B. Continuous improvement

C. A Japanese simple but effective improvement

D. All of above
tool
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Q.2 Kaizen Blitz is an event that brings rapid solution

A. Depending upon condition B. False

C. May or may not be D. True

 The Right Answer is….

Q.2 Kaizen Blitz is an event that brings rapid solution

A. Depending upon condition B. False

C. May or may not be D. True

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Q.3 Other synonym for Pokayoke is-

A. Mistake-proofing B. foolproofing

C. Both D. None
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Q.3 Other synonym for Pokayoke is-

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C. Both D. None
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Q.4 Just in Time is an inventory optimization technique emphasis on which of following system?

A. Pull system B. Push System

C. Both D. None
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Q.4 Just in Time is an inventory optimization technique emphasis on which of following system?

A. Pull system B. Push system

C. Both D. None
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Q.5 Takt time is defined by whom?

A. Customer B. Supplier

C. Organization D. All
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Q.5 Takt time is defined by whom?

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C. Organization D. All
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Q.5 Customer is demanding 10 parts per day 10 hours. What is the takt time?

A. 1 Hour B. 2 hours

C. 5 Hours D. All
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Q.5 Customer is demanding 10 parts per day 10 hours. What is the takt time?

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Q.6 Load Leveling is a term commonly by which of japanese term?

A. Jidoka B. Heijunka

C. Pokayoke D. Jishu Hozen

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Q.6 Load Leveling is a term commonly by which of japanese term?

A. Jidoka B. Heijunka

C. Pokayoke D. Jishu Hozen

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