Measure Phase

Process Discovery

M# 86
 Process Discovery

Welcome to Measure

Process Discovery

Cause and Effect Diagram

Detailed Process Mapping

X-Y Matrix

FMEA

Six Sigma Statistics

Measurement System Analysis

Process Capability

Wrap Up & Action Items

M# 87
OSSS LSS Black Belt v10.3 - Measure Phase 2 © Open Source Six Sigma, LLC
 Overview of Brainstorming Techniques

A commonly used tool to solicit ideas by using categories to stimulate

cause and effect relationships within a problem. It uses verbal inputs in
a team environment.

Cause and Effect Diagram

People Machine Method Categories

The Y
The or
Problem
The X’s Problem
Condition

(Causes)

l
Material Measurement Environment Categories
M# 88
OSSS LSS Black Belt v10.3 - Measure Phase 3 © Open Source Six Sigma, LLC
 Cause and Effect Diagram

Cause and Effect Diagram

People
People Machine
Machine Method
Method Categories

The Y

The
Theor
Problem

The X’s Problem

Problem
Condition

(Causes)

l
Material
Material Measurement
Measurement Environment
Environment
Categories
Categories

Products Categories for the legs of Transactional

– People the diagram can use – People
– Equipment (Machine) templates for products or – Policy
transactional symptoms. Or
– Method – Procedure
you can select the
– Materials – Place
categories by process step
– Measurement or what you deem – Measurement
– Environment appropriate for the situation. – Environment
(Mother Nature) M# 89
OSSS LSS Black Belt v10.3 - Measure Phase © Open Source Six Sigma, LLC
 Cause and Effect Diagram

The Measurement category groups Root Causes related to the measurement and
measuring of a process activity or output:
Examples of questions to ask:
• Is there a metric issue? Measurement
• Is there a valid measurement
system?
• Is the data good enough?
Y
• Is data readily available?

The People category groups Root Causes related to people, staffing

and organizations:
Examples of questions to ask: People
• Are people trained?
• Do they have the right skills?
• Is there person to person
variation? Y
• Are people over-worked?
M# 90
OSSS LSS Black Belt v10.3 - Measure Phase 5 © Open Source Six Sigma, LLC
 Cause and Effect Diagram

The Method category groups Root Causes related to how the work is done, the
way the process is actually conducted:

Examples of questions to ask: Method

• How is this performed?
• Are procedures correct?
• What might be unusual?
Y

The Materials category groups Root Causes related to parts, supplies, forms or
information needed to execute a process:

Examples of questions to ask:

• Are bills of material current? Y
• Are parts or supplies obsolete?
• Are there defects in the materials?

Materials
M# 90
OSSS LSS Black Belt v10.3 - Measure Phase 6 © Open Source Six Sigma, LLC
 Cause and Effect Diagram

The Equipment or Machine category groups Root Causes related to tools used in
the process:
Examples of questions to ask:
• Have machines been serviced recently?
• What is the uptime? Y
• Have tools been properly maintained?
• Is there variation?
Equipment

The Environment (a.k.a. Mother Nature) category groups Root Causes related to
our work environment, market conditions and regulatory issues.
Examples of questions to ask:
• Is the workplace safe and
comfortable? Y
• Are outside regulations impacting the
business?
• Does the company culture aid the
process? Environment
M# 91
OSSS LSS Black Belt v10.3 - Measure Phase 7 © Open Source Six Sigma, LLC
 Classifying the X’s

The Cause & Effect Diagram is simply a tool to generate opinions

about possible causes for defects.

For each of the X’s identified in the Fishbone Diagram, classify them
as follows:
– Controllable – C (Knowledge)
– Procedural – P (People, Systems)
– Noise – N (External or Uncontrollable)

Think of procedural as a subset of controllable. Unfortunately, many

procedures within a company are not well controlled and can cause
the defect level to go up. The classification methodology is used to
separate the X’s so they can be used in the X-Y Matrix and the
FMEA, taught later in this module.

WHICH X’s CAUSE DEFECTS?

M# 91
OSSS LSS Black Belt v10.3 - Measure Phase 8 © Open Source Six Sigma, LLC
 Chemical Purity Example

Measurement People Materials

Training on method (P) Raw Materials (C)

Incoming QC (P)

Measurement Insufficient staff (C)

Method (P) Skill Level (P) Multiple Vendors (C)

Measurement
Capability (C) Adherence to procedure (P) Specifications (C)

Work order variability (N)

Chemical
Startup inspection (P) Room Humidity (N) Column Capability (C) Purity
Handling (P) RM Supply in Market (N) Nozzle type (C)
Purification Method (P) Shipping Methods (C) Temp controller (C)
Data collection/feedback
(P)

Methods Environment Equipment

M# 92
OSSS LSS Black Belt v10.3 - Measure Phase 9 © Open Source Six Sigma, LLC
 Cause & Effect Diagram - MINITAB™

Below is a Cause & Effect Diagram for surface flaws. The next few
slides will demonstrate how to create it in MINITAB™.

M# 92
OSSS LSS Black Belt v10.3 - Measure Phase 10 © Open Source Six Sigma, LLC
 Cause & Effect Diagram - MINITAB™

Open the MINITAB™ Project “Measure Data Sets.mpj” and select the
worksheet “Surfaceflaws.mtw”.

Stat > Quality Tools > Cause and Effect…

M# 93
OSSS LSS Black Belt v10.3 - Measure Phase 11 © Open Source Six Sigma, LLC
 Cause & Effect Diagram - MINITAB™

M# 94
OSSS LSS Black Belt v10.3 - Measure Phase 12 © Open Source Six Sigma, LLC
 Cause & Effect Diagram - MINITAB™

To adjust the Fishbone Diagram so the main causes titles are not
rolled, left click and drag the line with your mouse to move the entire
bone. Fishbone Diagram
Measurem Material Personnel
ents

C
A

S hifts
on
A lloy s
cc
ur

di
ti o
ac
y

n
M icrometers S uperv isors
Lubricants
M icroscopes

T
en

es
S uppliers

to

tin
rs

g
Inspectors Training

O perators
Surface
Flaws

T
oo

Er
slo

ra
C ondensation

ti c
w
S peed
Brake
Lathes
E ngager
M oisture%
Bits
A ngle
S ockets

Env ironment Methods Machines

M# 94
OSSS LSS Black Belt v10.3 - Measure Phase 13 © Open Source Six Sigma, LLC
 Cause & Effect Diagram Exercise

Exercise objective: Create a Fishbone Diagram.

1. Retrieve the high level Process Map for your project

and use it to complete a Fishbone. If possible, include
your project team.

Don’t let the

big one get
away!

M# 95
OSSS LSS Black Belt v10.3 - Measure Phase 14 © Open Source Six Sigma, LLC
 Overview of Process Mapping

In order to correctly manage a process, you must be able to

describe it in a way that can be easily understood.
– The preferred method for describing a process is to
identify it with a generic name, show the workflow with
a Process Map, and describe its purpose with an
operational description.
– The first activity of the Measure Phase is to adequately
describe the process under investigation.

Start Step A Step B Step C Step D Finish

M# 96
OSSS LSS Black Belt v10.3 - Measure Phase 15 © Open Source Six Sigma, LLC
 Information from Process Mapping

By mapping processes, we can identify many important

characteristics and develop information for other
analytical tools:
1. Process inputs (X’s)
2. Supplier requirements
3. Process outputs (Y’s)
4. Actual customer needs
5. All value-added and non-value added process tasks and steps
6. Data collection points
• Cycle times
• Defects
• Inventory levels
• Cost of poor quality, etc.
7. Decision points
8. Problems that have immediate fixes
9. Process control needs
M# 97
OSSS LSS Black Belt v10.3 - Measure Phase 16 © Open Source Six Sigma, LLC
 Process Mapping

There are usually three views of a process:

1 2 3
What you THINK it is.. What it ACTUALLY is.. What it SHOULD be..

M# 97
OSSS LSS Black Belt v10.3 - Measure Phase 17 © Open Source Six Sigma, LLC
 Standard Process Mapping Symbols

Standard symbols for Process Mapping (available in Microsoft

Office™, Visio™, iGrafx™, SigmaFlow™ and other products):

A RECTANGLE indicates an A PARALLELAGRAM shows

activity. Statements within that there are data
the rectangle should begin
with a verb

A DIAMOND signifies a decision An ELLIPSE shows the start

point. Only two paths emerge from and end of the process
a decision point: No and Yes

An ARROW shows the A CIRCLE WITH A LETTER OR

connection and direction
1 NUMBER INSIDE symbolizes
the continuation of a
of flow
flowchart to another page

M# 98
OSSS LSS Black Belt v10.3 - Measure Phase 18 © Open Source Six Sigma, LLC
 Process Mapping Levels

Level 1 – The Macro Process Map, sometimes called a

Management level or viewpoint
Pizza
Customer Calls for Take Make Cook Box Deliver Customer
Corre
Hungry Order Order Pizza Pizza Pizza Pizza Eats
ct

Level 2 – The Process Map, sometimes called the Worker level or

viewpoint. This example is from the perspective of the pizza chef
Pizza
Dough

No
Take Order Add Place in Observe Check Yes Remove
from Cashier Ingredients Oven Frequently if Done from Oven 1

Start New
Pizza

Scrap
No
Tape
Pizza Place in Put on
1 Correct Box
Order on Delivery Rack
Yes Box

Level 3 – The Micro Process Map, sometimes called the Improvement level
or viewpoint. Similar to a level 2, it will show more steps and tasks and
includes various performance data, e.g., yields, cycle time, value and non
value added time, defects.
M# 99
OSSS LSS Black Belt v10.3 - Measure Phase 19 © Open Source Six Sigma, LLC
 Types of Process Maps

The Linear Flow Process Map

Calls
Customer Take Make Cook Pizza Box Deliver Customer
for
Hungry Order Pizza Pizza Correct Pizza Pizza Eats
Order

As the name states, this diagram shows the process steps in a sequential flow, generally ordered from an
upper left corner of the map towards the right side.

The Deployment-Flow or Swim Lane Process Map

Customer

Customer Calls for Customer

Hungry Order Eats
Cashier

Take
Order

Pizza Box
Cook

Make Cook
Pizza Pizza Correct Pizza
Deliverer

Deliver
Pizza

The value of the Swim Lane map is that is shows you who or which department is responsible for the steps
in a process. This can provide powerful insights in the way a process performs. A timeline can be added to
show how long it takes each group to perform their work. Also each time work moves across a swim lane,
there is a “Supplier – Customer” interaction. This is usually where bottlenecks and queues form.
M# 100
OSSS LSS Black Belt v10.3 - Measure Phase 20 © Open Source Six Sigma, LLC
 Process Maps – Examples for Different Processes

Linear Process Map for Door Manufacturing

Begin Prep doors Inspect Pre-cleaning A

Return
for
rework

Mark for door

Install into Inspect
A work jig
Light sanding
finish
handle B
drilling

Rework

De-burr and Apply part Move to

B Drill holes
smooth hole number finishing
C

Scratch Final Apply stain

C Inspect Inspect End
repair cleaning and dry

Scrap

Swim Lane Process Map for Capital Equip

Prepare
Business

paperwork Review &

Unit

Define Receive &

(CAAR & approve
Needs installation CAAR
use
request)

Review &
I.T.

Configure
approve
& install
standard
Finance

Review &
Issue
approve
payment
CAAR
Corporate
Supplier Procurement Top Mgt/

Review &
approve
CAAR

Acquire
equipment

Supplier Supplier
Ships Paid

21 days 6 days 15 days 5 days 17 days 7 days 71 days 50 days

M# 101
OSSS LSS Black Belt v10.3 - Measure Phase 21 © Open Source Six Sigma, LLC
 Types of Process Maps

The SIPOC “Supplier – Input – Process – Output – Customer”

Process Map
Suppliers Inputs Process Outputs Customers Requirements

r ATT Phones r Pizza type r See Below r Price r Cook r Complete call < 3 min
r Office Depot r Size r Order confirmation r Accounting r Order to Cook < 1 minute
r TI Calculators r Quantity r Bake order r Complete bake order
r NEC Cash Register r Extra Toppings r Data on cycle time r Correct bake order
r Special orders r Order rate data r Correct address
r Drink types & quantities r Order transaction r Correct Price
r Other products r Delivery info
r Phone number
r Address
r Name
r Time, day and date
r Volume

Level 1 Process Map for Customer Order Process

Call for Answer Write Confirm Sets Address Order to
an Order Phone Order Order Price & Phone Cook

The SIPOC diagram is especially useful after you have been able to construct
either a Level 1 or Level 2 Map because it facilitates your gathering of other
pertinent data that is affecting the process in a systematic way.
M# 101
OSSS LSS Black Belt v10.3 - Measure Phase 22 © Open Source Six Sigma, LLC
 Types of Process Maps

The Value Stream Map

Process Steps
Log Route Disposition Cut Check Mail Delivery
-Computer -Department -Guidelines -Computer -Envelops
-1 Person Assignments -1 Person -Printer I -Postage
Size of work queue or I I -1 Person
I I -1 Person -1 Person
inventory
4,300 7,000 C/T = 75 sec 1,700 C/T = 255 sec 2,450 C/T = 15 sec 1,840 C/T = 100 sec
C/T = 15 sec
Uptime = 0.90 Uptime = 0.95 Uptime = 0.95 Uptime = 0.85 Uptime = 0.90
Process Step Hours = 8 Hours = 8 Hours = 8 Hours = 8 Hours = 8
Time Parameters Breaks = 0.5 Breaks = 0.5 Breaks = 0.5 Breaks = 0.5 Breaks = 0.5
Hours Hours Hours Hours Hours
Available =6.75 Available =7.13 Available =7.13 Available =6.38 Available =6.75
Sec. Sec. Sec. Sec. Sec.
Avail. = 24,300 Avail. = 25,650 Avail. = 25,650 Avail. = 22,950 Avail. = 24,300
Step Processing Time
15 sec 75 sec 255 sec 15 sec 100 sec
Days of Work in
queue 2.65 days 20.47 days 16.9 days 1.60 days 7.57 days

Process Performance
Metrics IPY = 0.92 IPY = .94 IPY = .59 IPY = .96 IPY = .96
Defects = 0.08 Defects = .06 Defects = .41 Defects = .04 Defects = .04
RTY = .92 RTY = .86 RTY = .51 RTY = .49 RTY = .47
Rework = 4.0% Rework = 0.0 Rework = 10% Rework = 0.0 Rework = 0.0
Material Yield = .96 Material Yield = .94 Material Yield = .69 Material Yield = .96 Material Yield = .96
Scrap = 0.0% Scrap = 0.0% Scrap = 0.0% Scrap = 0.0% Scrap = 4.0%
Aggregate Performance
Metrics
Cum Material Yield = .96 X .94 X .69 X .96 X .96 = .57 RTY = .92 X .94 X .59 X .96 X .96 = .47

The Value Stream Map is a very powerful technique to understand the

velocity of process transactions, queue levels, and value added ratios in
both manufacturing and non-manufacturing processes. M# 102
OSSS LSS Black Belt v10.3 - Measure Phase 23 © Open Source Six Sigma, LLC
 Process Mapping Exercise – Going to Work

The purpose of this exercise is to develop a Level 1 Macro, Linear

Process Flow Map and then convert this map to a Swim Lane Map.
Read the following background for the exercise: You have been concerned
about your ability to arrive at work on time and also the amount of time it takes
from the time your alarm goes off until you arrive at work. To help you better
understand both the variation in arrival times and the total time, you decide to
create a Level 1 Macro Process Map. For purposes of this exercise, the start is
when your alarm goes off the first time and the end is when you arrive at your
work station.

Task 1 – Mentally think about the various tasks and activities that you routinely
do from the defined start to the end points of the exercise.
Task 2 – Using a pencil and paper, create a Linear Process Map at the macro
level, but with enough detail that you can see all the major steps of your
process.
Task 3 – From the Linear Process Map, create a swim lane style Process Map.
For the lanes, use the different phases of your process, such as the wake up
phase, getting prepared, and driving.
M# 102
OSSS LSS Black Belt v10.3 - Measure Phase 24 © Open Source Six Sigma, LLC
 A Process Map of Process Mapping

Select the Create the Level Create a Level 3

process 2 PFM PFM

Determine Add
approach to map Perform SIPOC Performance
the process data

Complete Level 1 Identify all X’s Identify VA/NVA

PFM worksheet and Y’s steps

Identify
Create Level 1
customer
PFM
requirements

Define the scope Identify supplier

for the Level 2
PFM requirements
M# 103
OSSS LSS Black Belt v10.3 - Measure Phase 25 © Open Source Six Sigma, LLC
 Process Mapping Approach

Select the
Using the Individual Approach
process 1. Start with the Level 1 Macro Process Map.
2. Meet with process owner(s) / manager(s). Create a
Level 1 Map and obtain approval to interview
Determine
approach to process members.
map the 3. Starting with the beginning of the process, pretend
process
you are the product or service flowing through the
process, interview to gather information.
Complete 4. As the interview progresses, assemble the data into
Level 1 PFM
worksheet a Level 2 PFM.
5. Verify the accuracy of the Level 2 PFM with the
individuals who provided input.
Create 6. Update the Level 2 PFM as needed.
Level 1 PFM

Using the Team Approach

Define the
scope for 1. Follow the Team Approach to Process Mapping
the Level 2
PFM

M# 103
OSSS LSS Black Belt v10.3 - Measure Phase 26 © Open Source Six Sigma, LLC
 Process Mapping Approach

Select the
Using the Team Approach
process 1. Start with the Level 1 Macro Process Map.
2. Meet with process owner(s) / manager(s). Create a
Level 1 Map and obtain approval to call a process
Determine
approach to mapping meeting with process members (See team
map the workshop instructions for details on running the
process meeting).
3. Bring key members of the process into the process
Complete flow workshop. If the process is large in scope, hold
Level 1 PFM individual workshops for each subsection of the
worksheet
total process. Start with the beginning steps.
Organize meeting to use the “post-it note approach
to gather individual tasks and activities, based on
Create the macro map, that comprise the process.
Level 1 PFM
4. Immediately assemble the information that has
been provided into a Process Map.
Define the 5. Verify the PFM by discussing it with process owners
scope for and by observing the actual process from beginning
the Level 2
PFM to end.
M# 104
OSSS LSS Black Belt v10.3 - Measure Phase 27 © Open Source Six Sigma, LLC
 Process Mapping Approach

Select the
The Team Process Mapping Workshop
process 1. Add to and agree on Macro Process Map.
2. Using a standard sheet of paper for each macro
Determine process step, tape process to wall in a linear style.
approach to 3. Process Members then list all known process tasks
map the that they do on a post-it note, one process task per
process
note.
• Include the actual time spent to perform each
Complete activity, do not include any wait time or queue
Level 1 PFM time.
worksheet
• List any known performance data that describe
the quality of the task.
4. Place the post-it notes on the wall under the
Create
Level 1 PFM
appropriate macro step in the order of the work flow.
5. Review process with whole group, add additional
information and close meeting.
Define the 6. Immediately consolidate information into a Level 2
scope for Process Map.
the Level 2 7. You will still have to verify the map by walking the
PFM
process.
M# 104
OSSS LSS Black Belt v10.3 - Measure Phase 28 © Open Source Six Sigma, LLC
 Steps in Generating a Level 1 PFM

Select the
Creating a Level 1 PFM
process 1. Identify a generic name for the process:
For instance: “Customer Order Process”
Determine 2. Identify the beginning and ending steps of the process:
approach to Beginning - customer calls in. Ending – baked pizza given to
map the operations
process
3. Describe the primary purpose and objective of the process
(operational definition):
Complete The purpose of the process is to obtain telephone orders for
Level 1 PFM
worksheet pizzas, sell additional products if possible, let the customer
know the price and approximate delivery time, provide an
accurate cook order, log the time and immediately give it to the
pizza cooker.
Create 4. Mentally “walk” through the major steps of the process and
Level 1 PFM
write them down:
Receive the order via phone call from the customer, calculate
the price, create a build order and provide the order to
Define the operations
scope for
the Level 2 5. Use standard flowcharting symbols to order and to illustrate
PFM the flow of the major process steps.
M# 105
OSSS LSS Black Belt v10.3 - Measure Phase 29 © Open Source Six Sigma, LLC
 Exercise – Generate a Level 1 PFM

The purpose of this exercise is to develop a Level 1 Linear

Select the Process Flow Map for the key process you have selected as your
process project.
Read the following background for the exercise: You will use
Determine your selected key process for this exercise (if more than one
approach to person in the class is part of the same process you may do it as a
map the
process small group). You may not have all the pertinent detail to correctly
put together the Process Map. That is ok; do the best you can.
Complete
This will give you a starting template when you go back to do your
Level 1 PFM project. In this exercise, you may use the Level 1 PFM worksheet
worksheet on the next page as an example.

Task 1 – Identify a generic name for the process.

Create
Level 1 PFM
Task 2 - Identify the beginning and ending steps of the process.
Task 3 - Describe the primary purpose and objective of the
process (operational definition).
Define the Task 4 - Mentally “walk” through the major steps of the process
scope for and write them down.
the Level 2
PFM Task 5 - Use standard flowcharting symbols to order and to
illustrate the flow of the major process steps. M# 105
OSSS LSS Black Belt v10.3 - Measure Phase 30 © Open Source Six Sigma, LLC
 Exercise – Generate a Level 1 PFM

1. Identify a generic name for the process:

2. Identify the beginning and ending steps of the

process:

3. Describe the primary purpose and objective of the

process (operational definition):

4. Mentally “walk” through the major steps of the

process and write them down:

5. Use standard flowcharting symbols to order and to

illustrate the flow of the major process steps on a
separate sheet of paper.
M# 106
OSSS LSS Black Belt v10.3 - Measure Phase 31 © Open Source Six Sigma, LLC
 Example Template for Generating a Level 1 PFM

1. Identify a generic name for the process:

(e.g., customer order process).
2. Identify the beginning and ending steps of the process:
(beginning - customer calls in, ending – pizza order given to the
chef).
3. Describe the primary purpose and objective of the process
(operational definition): (The purpose of the process is to obtain
telephone orders for pizzas, sell additional products if possible, let
the customer know the price and approximate delivery time,
provide an accurate cook order, log the time and immediately give
it to the pizza cooker).
4. Mentally “walk” through the major steps of the process and write
them down:
(Receive the order via phone call from the customer, calculate the
price, create a build order and provide the order to the chef).
5. Use standard flowcharting symbols to order and to illustrate the
flow of the major process steps on a separate sheet of paper. M# 106
OSSS LSS Black Belt v10.3 - Measure Phase 32 © Open Source Six Sigma, LLC
 Defining the Scope of Level 2 PFM

Customer Order Process

Select the Customer Calls for Take Make Cook Box Deliver Customer
Hungry Order Order Pizza Pizza Pizza Pizza Eats
process

Determine Pizza
Dough
approach to
map the No
process Take Order Add Place in Observe Check Yes Remove
from Cashier Ingredients Oven Frequently if Done from Oven 1

Start New
Complete Pizza
Level 1 PFM
worksheet Scrap
No
Tape
Pizza Place in Put on
1 Correct Box
Order on Delivery Rack
Yes Box

Create
Level 1 PFM The rules for determining the Level 2 Process Map scope:
• From your Macro Process Map, select the area which represents your
problem.
Define the • Map this area at a Level 2.
scope for
the Level 2 • Start and end at natural starting and stopping points for a process, in
PFM other words you have the complete associated process.
M# 107
OSSS LSS Black Belt v10.3 - Measure Phase 33 © Open Source Six Sigma, LLC
 Defining the Scope of Level 2 PFM

Create the
Level 2 PFM Pizza
Dough

No
Take Order Add Place in Observe Check Yes Remove
Perform from Cashier Ingredients Oven Frequently if Done from Oven 1
SIPOC

Start New
Pizza
Identify all X’s
and Y’s Scrap
No
Tape
Pizza Place in Put on
1 Correct Box
Order on Delivery Rack
Identify Yes Box
customer
requirements

Identify
supplier
requirements

M# 107
OSSS LSS Black Belt v10.3 - Measure Phase 34 © Open Source Six Sigma, LLC
 Building a SIPOC

SIPOC diagram for customer-order process:

Create the Suppliers Inputs Process Outputs Customers Requirements
Level 2 PFM r ATT Phones r Pizza type r See Below r Price r Cook r Complete call < 3 min
r Office Depot r Size r Order confirmation r Accounting r Order to Cook < 1 minute
r TI Calculators r Quantity r Bake order r Complete bake order
r NEC Cash r Extra Toppings r Data on cycle time r Correct bake order
Register r Special orders r Order rate data r Correct address
r Drink types & quantities r Order transaction r Correct Price
Perform
r Other products r Delivery info
SIPOC r Phone number
r Address
r Name
r Time, day and date
r Volume
Identify all
X’s and Y’s

Customer Order:
Identify
customer Level 1 process flow diagram
requirements
Call for Answer Write Confirm Sets Address Order to
an Order Phone Order Order Price & Phone Cook

Identify
supplier
requirements

M# 108
OSSS LSS Black Belt v10.3 - Measure Phase 35 © Open Source Six Sigma, LLC
 Identifying Customer Requirements

Create the
Level 2 PFM
Process Name
Operational
PROCESS OUTPUT Definition
IDENTIFICATION AND ANALYSIS
1 3 4 5 6 7 8 9 10 11 12 13
Output Data Requirements Data Measurement Data Value Data General Data/Information
Customer (Name) Metric Measurement VA
System (How is it Frequency of or
Process Output - Name (Y) Internal External Metric LSL Target USL Measured) Measurement Performance Level Data NVA Comments
Perform SIPOC

Identify all X’s

and Y’s

Identify
customer
requirements

Identify
supplier
requirements

M# 109
OSSS LSS Black Belt v10.3 - Measure Phase 36 © Open Source Six Sigma, LLC
 Identifying Supplier Requirements

Create the
Level 2 PFM
Process Name
Operational
PROCESS INPUT Definition
IDENTIFICATION AND ANALYSIS
1 2 3 4 5 6 7 8 9 10 11 12
Input Data Requirements Data Measurement Data Value Data General Data/Information
Supplier (Name) Metric Measurement NV
Controlled (C) System (How is it Frequency of Performance or
Perform SIPOC Process Input- Name (X) Noise (N) Internal External Metric LSL Target USL Measured) Measurement Level Data NVA Comments

Identify all X’s

and Y’s

Identify
customer
requirements

Identify
supplier
requirements
M# 110
OSSS LSS Black Belt v10.3 - Measure Phase 37 © Open Source Six Sigma, LLC
 Controllable vs. Noise Inputs

Screens in Place
“Make Pizza” Procedural Oven Clean
Ingredients prepared
Process Inputs

Oven Temp
Bake Time
Controllable Key Process
Ingredients
Recipe Inputs Process Outputs
Correct Ingredients
Properly Cooked
Room Temp Pizza Size Hot Pizza >140 deg
Ingredient Types/Mixes
Ingredient Variation
Noise Inputs Moisture Content
Volume

Every input can be either:

Controllable (C) - Inputs can be adjusted or controlled while the process is running (e.g., speed,
feed rate, temperature, and pressure)
Procedural (P) - A standardized set of activities leading to readiness of a step. For example Safety
Compliance, “Lock -Out Tag-Out.”
Uncontrollable-Noise (N) - Things we don’t think we can control, we are unaware of or see, too
expensive or too difficult to control (e.g., ambient temperature, humidity, individual)
M# 110
OSSS LSS Black Belt v10.3 - Measure Phase 38 © Open Source Six Sigma, LLC
 Exercise – Supplier Requirements

The purpose of this exercise is to identify the requirements for the

Create the
suppliers to the key process you have selected as your project.
Level 2 PFM

Read the following background for the exercise: You will use
your selected key process for this exercise (if more than one
Perform person in the class is part of the same process you may do it as a
SIPOC
small group). You may not have all the pertinent detail to correctly
identify all supplier requirements, that is ok, do the best you can.
This will give you a starting template when you go back to do your
Identify all X’s workplace assignment. Use the process input identification and
and Y’s
analysis form for this exercise.

Identify
Task 1 – Identify a generic name for the process.
customer Task 2 - Write an operational description for the process
requirements
Task 3 - Complete the remainder of the form except the Value –
Non value added column.
Identify Task 4 - Report out to the class when called upon,
supplier
requirements
M# 111
OSSS LSS Black Belt v10.3 - Measure Phase 39 © Open Source Six Sigma, LLC
 The Level 3 Process Flow Diagram

Pizza
Dough

No
Take Order Add Place in Observe Check Yes Remove
from Cashier Ingredients Oven Frequently if Done from Oven 1

Start New
Pizza

Scrap
No
Tape
Pizza Place in Put on
1 Correct Box
Order on Delivery Rack
Yes Box

Process Name Step Name/Number Process Name Step Name/Number

PROCESS STEP PROCESS STEP
OUTPUT IDENTIFICATION AND ANALYSIS INPUT IDENTIFICATION AND ANALYSIS
1 3 4 5 6 7 8 9 10 11 12 13 1 2 3 4 5 6 7 8 9 10 11 12 13
Output Data Requirements Data Measurement Data Value Data General Data/Information Input Data Requirements Data Measurement Data Value Data General Data/Information
Customer (Name) Metric Measurement VA Supplier (Name) Metric Measurement VA
System (How is it Frequency of or Controlled (C) System (How is it Frequency of Performance or
Process Output - Name (Y) Internal External Metric LSL Target USL Measured) Measurement Performance Level Data NVA Comments Process Input- Name (X) Noise (N) Internal External Metric LSL Target USL Measured) Measurement Level Data NVA Comments

M# 112

OSSS LSS Black Belt v10.3 - Measure Phase 40 © Open Source Six Sigma, LLC
 Process Inputs (X’s) and Outputs (Y’s)
Process Name Step Name/Number
PROCESS STEP
OUTPUT IDENTIFICATION AND ANALYSIS
1 3 4 5 6 7 8 9 10 11 12 13
Output Data Requirements Data Measurement Data Value Data General Data/Information
Create a Level Customer (Name) Metric Measurement
System (How is it Frequency of
VA
or
3 PFM Process Output - Name (Y) Internal External Metric LSL Target USL Measured) Measurement Performance Level Data NVA Comments

Add
Performance
data

Identify
VA/NVA steps PROCESS STEP
Process Name Step Name/Number

INPUT IDENTIFICATION AND ANALYSIS

1 2 3 4 5 6 7 8 9 10 11 12 13
Input Data Requirements Data Measurement Data Value Data General Data/Information
Supplier (Name) Metric Measurement VA
Controlled (C) System (How is it Frequency of Performance or
Process Input- Name (X) Noise (N) Internal External Metric LSL Target USL Measured) Measurement Level Data NVA Comments

M# 113

OSSS LSS Black Belt v10.3 - Measure Phase 41 © Open Source Six Sigma, LLC
 Process Inputs (X’s) and Outputs (Y’s)

C /N Requirements or Specs. Inputs (Xs) Process

N/C 7”, 12”, 16” Size of Pizza Y’s

N/C 12 meats, 2 veggies, 3 cheese Toppings
N N/A Name
N Within 10 miles Address Order •All fields
N Within area code Phone
Take Order
complete
N 11 AM to 1 AM Time
N 5 X 52 Day
N MM/DD,YY Date

C All fields complete Order

C Per Spec Sheets Ingredients •Size
Make Pizza Raw •Weight
S.O.P Per Rev 7.0 Recipe Pizza
C As per recipe chart 3-1 in Oz. Amounts •Ingredients
correct

C All fields complete Order

C Ingredients per order Raw Pizza
C 350F +/- 5F Oven Temp Cook Pizza •>140F
C Time Cooked •Ingredients
10 Min
Pizza correct M# 114
N 60 per hour max Volume
•No burns
OSSS LSS Black Belt v10.3 - Measure Phase 42 © Open Source Six Sigma, LLC
 Identifying Waste

Writes Add to Rewrite

time on Order order
scratch
pad
No
Greetings Request Writes on Asks
No
Call for an Answer and Confir
Order phone mention order from scratch for m
specials customer pad more? order

Yes
1 2
No
Asks cook Inform Gets Thanks No
Calculate customer Order customer Anothe
2 price for time of still address & & hangs r call 3
estimate price/time OK? phone # up waiting
Yes
Yes
Writes
time on
scratch Yes
Create a pad New
order? 1
Level 3 PFM •Each process activity can be tested
for its value-add contribution No
Completes
order from
Add •Ask the following two questions to 3 from note
pad
Performance identify non-value added activity:
data –Is the form, fit or function of the work
OK Verify
item changed as a result of this activity? Give order to
Cook with
–Is the customer willing to pay for this notes
activity? Not
Identify OK
VA/NVA Rewrite
Order
steps M# 114
OSSS LSS Black Belt v10.3 - Measure Phase 43 © Open Source Six Sigma, LLC
 Definition of X-Y Matrix

• The X-Y Matrix is:

– A tool used to identify/collate potential X’s and assess their
relative impact on multiple Y’s (include all Y’s that are
customer focused)
– Based on the team’s collective “opinions”
– Created for every project
– Never completed
– Updated whenever a parameter is changed

• To summarize, the X-Y Matrix is a team-based

prioritization tool for the potential X’s

• WARNING! This is not real data, this is organized

brainstorming! At the conclusion of the project; you may
realize that the things you thought were critical are in fact not
as important as was initially believed.
M# 115
OSSS LSS Black Belt v10.3 - Measure Phase 44 © Open Source Six Sigma, LLC
 The Vital Few

A Six Sigma Black Belt does not just discover which X’s are
important in a process (the vital few).
– The team considers all possible X’s that can contribute or
cause the problem observed.
– The team uses 3 primary sources of X identification:
• Process Mapping
• Fishbone Analysis
• Basic Data Analysis – Graphical and Statistical
– A List of X’s is established and compiled.
– The team then prioritizes which X’s it will explore first and
eliminates the “obvious” low impact X’s from further
consideration.

The X-Y Matrix is this Prioritization Tool!

M# 115
OSSS LSS Black Belt v10.3 - Measure Phase 45 © Open Source Six Sigma, LLC
 The “X-Y Matrix”

XY Matrix

M# 116
OSSS LSS Black Belt v10.3 - Measure Phase 46 © Open Source Six Sigma, LLC
 Using the Classified X’s

• Breakthrough requires dealing primarily with controllable X’s

impacting the “Y”.
• Use the controllable X’s from the Fishbone analysis to include in
the X-Y Matrix.
• The goal is to isolate the vital few X’s from the trivial many X’s.
• Procedures and Noise X’s will be used in the FMEA at the end of
this module. However:
– All procedures must be in total compliance.
• This may require some type of effectiveness measure.
• This could reduce or eliminate some of the defects currently
seen in the process (allowing focus on controllable X’s).
– Noise type inputs increase risk of defects under current
technology of operation and therefore:
• Increase RPN* on the FMEA document from an input.
• Help identify areas needing investment for a justified ROI.
*Risk Priority Number
M# 116
OSSS LSS Black Belt v10.3 - Measure Phase 47 © Open Source Six Sigma, LLC
 X-Y Matrix: Steps

List X’s from Fishbone Diagram in horizontal rows

XY Matrix

M# 117

OSSS LSS Black Belt v10.3 - Measure Phase 48 © Open Source Six Sigma, LLC
 X-Y Matrix: Steps

List Y’s in columns (including Primary and Secondary metrics).

Weight the Y’s on a scale of 1-10 (10 - highest and 1- lowest).
XY Matrix

M# 117
OSSS LSS Black Belt v10.3 - Measure Phase 49 © Open Source Six Sigma, LLC
 X-Y Matrix: Steps

For each X listed, rank its effect on each metric based on a scale of 1, 3 or 9.
– 9 = Highest
– 3 = Marginal
XY Matrix
– 1 = None

M# 118
OSSS LSS Black Belt v10.3 - Measure Phase 50 © Open Source Six Sigma, LLC
 X-Y Matrix: Steps

“Ranking” multiplies the rank of each X by the Weight of each Metric.

The product of that is added together to become the “Ranking”.

XY Matrix

M# 118
OSSS LSS Black Belt v10.3 - Measure Phase 51 © Open Source Six Sigma, LLC
 Example

Click the Demo button to see an example.

XY Matrix

M# 119
OSSS LSS Black Belt v10.3 - Measure Phase 52 © Open Source Six Sigma, LLC
 Example

Click the Summary Worksheet

YXXY
Diagram
Matrix Summary
Process: laminating
Date: 5/2/2006 Input Matrix Results

100.00%
Output Variables Input Variables 90.00%
80.00%
Description Weight Description Ranking Rank %

Output (Y's)
70.00%
60.00%
broken 10 temperature 162 14.90% 50.00%
40.00%
unbonded area 9 human handling 159 14.63% 30.00%
20.00%
smears 8 material properties 130 11.96% 10.00%
0.00%
thickness 7 washer 126 11.59%

time
temperature
material properties

clean room cleanliness

pressure
foreign material 6 pressure 120 11.04%
0 robot handling 120 11.04%
0 time 102 9.38%
0 clean room practices 90 8.28% Input Summary
0 clean room cleanliness 78 7.18% Input (X's)
0 - 0.00%

M# 119
OSSS LSS Black Belt v10.3 - Measure Phase 53 © Open Source Six Sigma, LLC
 X-Y Matrix Exercise

Exercise objective: Create an X-Y Matrix using

the information from the Fishbone analysis.

1. Using the Fishbone Diagram created earlier, create

an X-Y Matrix.

2. Present results to your mentor.

M# 120
OSSS LSS Black Belt v10.3 - Measure Phase 54 © Open Source Six Sigma, LLC
 Definition of FMEA

Failure Mode and Effects Analysis (FMEA) is a structured

approach to:
• Predict failures and prevent their occurrence in manufacturing
and other functional areas which generate defects.
• Identify the ways in which a process can fail to meet critical
customer requirements (Y).
• Estimate the Severity, Occurrence and Detection (SOD) of
defects
• Evaluate the current Control Plan for preventing these failures
from occurring and escaping to the customer.
• Prioritize the actions that should be taken to improve and control
the process using a Risk Priority Number (RPN).

Give me an “F”, give me an “M”……

M# 120
OSSS LSS Black Belt v10.3 - Measure Phase 55 © Open Source Six Sigma, LLC
 History of FMEA

History of FMEA:
• First used in the 1960’s in the Aerospace industry during the
Apollo missions
• In 1974 the Navy developed MIL-STD-1629 regarding the use
of FMEA
• In the late 1970’s, automotive applications driven by liability
costs, began to incorporate FMEA into the management of their
processes
• Automotive Industry Action Group (AIAG) now maintains the
FMEA standard for both Design and Process FMEA’s

M# 121
OSSS LSS Black Belt v10.3 - Measure Phase 56 © Open Source Six Sigma, LLC
 Types of FMEA’s

• System FMEA: Performed on a product or service product at the early

concept/design level when various modules all tie together. All the module level
FMEA’s tie together to form a system. As you go lower into a system more failure
modes are considered.
– Example: Electrical system of a car, consists of the following modules: battery,
wiring harness, lighting control module and alternator/regulator.
– System FMEA focuses on potential failure modes associated with the modules
of a system caused by design.
• Design DFMEA: Performed early in the design phase to analyze product failure
modes before they are released to production. The purpose is to analyze how
failure modes affect the system and minimize them. The severity rating of a failure
mode MUST be carried into the Process PFMEA.
• Process PFMEA: Performed in the early quality planning phase of manufacturing
to analyze failure modes in manufacturing and transactional processes that may
escape to the customer. The failure modes and the potential sources of defects are
rated and corrective action taken based on a Pareto analysis ranking.
• Equipment FMEA: used to analyze failure modes in the equipment used in a
process to detect or make the part.
– Example: Test Equipment failure modes to detect open and short circuits.
M# 121
OSSS LSS Black Belt v10.3 - Measure Phase 57 © Open Source Six Sigma, LLC
 Purpose of FMEA

FMEAs:

• Improve the quality, reliability and safety of products.

• Increase customer satisfaction.

• Reduce product development time and cost.

• Document and track actions taken to reduce risk and

improve the process.

• Focus on continuous problem prevention not problem

solving.

M# 122
OSSS LSS Black Belt v10.3 - Measure Phase 58 © Open Source Six Sigma, LLC
 Who Creates FMEAs and When?

Who When
• The focused team working on a • Process FMEAs should be started:
breakthrough project. • At the conceptual design phase.
• ANYONE who had or has a role • Process FMEAs should be updated:
in defining, executing, or • When an existing design or process
changing the process. is being changed.
• This includes: • When carry-over designs or
processes will be used in new
• Associates applications and environments.
• Technical Experts • When a problem solving study is
completed and needs to be
• Supervisors
documented.
• Managers • System FMEAs should be created after
• Etc. system functions are defined but before
specific hardware is selected.
• Design FMEAs should be created when
new systems, products and processes
are being designed.

M# 122
OSSS LSS Black Belt v10.3 - Measure Phase 59 © Open Source Six Sigma, LLC
 Why Create an FMEA?

As a means to manage…

RISK!!!
We want to avoid causing failures in the Process as well as the
Primary & Secondary Metrics .

M# 123
OSSS LSS Black Belt v10.3 - Measure Phase 60 © Open Source Six Sigma, LLC
 The FMEA…

# Process Potential Potential S Cl Potential O Current D R Recommend Responsible Taken S O D R

Function Failure Modes Failure E as Causes of C Process E P Actions Person & Actions E C E P
(Step) (process Effects (Y's) V s Failure (X's) C Controls T N Target Date V C T N
defects)

1
2

3
4

6
7

8
9

M# 123
OSSS LSS Black Belt v10.3 - Measure Phase 61 © Open Source Six Sigma, LLC
 FMEA Components…#

# Process Potential Potential S Cl Potential O Current D R Recommend Responsible Taken S O D R

Function Failure Modes Failure E as Causes of C Process E P Actions Person & Actions E C E P
(Step) (process Effects (Y's) V s Failure (X's) C Controls T N Target Date V C T N
defects)

The first column is the Process Step Number.

1
2
3
4
5
Etc.

M# 124
OSSS LSS Black Belt v10.3 - Measure Phase 62 © Open Source Six Sigma, LLC
 FMEA Components…Process Step

# Process Potential Potential S Cl Potential O Current D R Recommend Responsible Taken S O D R

Function Failure Modes Failure E as Causes of C Process E P Actions Person & Actions E C E P
(Step) (process Effects (Y's) V s Failure (X's) C Controls T N Target Date V C T N
defects)

Enter the Name of the Process Step here. The FMEA should
sequentially follow the steps documented in your Process Map.
Phone
Dial Number
Listen for Ring
Say Hello
Introduce Yourself
Etc.

M# 124
OSSS LSS Black Belt v10.3 - Measure Phase 63 © Open Source Six Sigma, LLC
 FMEA Components…Potential Failure Modes

# Process Potential Potential S Cl Potential O Current D R Recommend Responsible Taken S O D R

Function Failure Modes Failure E as Causes of C Process E P Actions Person & Actions E C E P
(Step) (process Effects (Y's) V s Failure (X's) C Controls T N Target Date V C T N
defects)

This refers to the mode in which the process could potentially fail.
These are the defects caused by a C,P or N factor that could occur
in the Process.
This information is obtained from Historical Defect Data.

FYI..A failure mode is a fancy name for a defect.

M# 125
OSSS LSS Black Belt v10.3 - Measure Phase 64 © Open Source Six Sigma, LLC
 FMEA Components…Potential Failure Effects

# Process Potential Potential S Cl Potential O Current D R Recommend Responsible Taken S O D R

Function Failure Modes Failure E as Causes of C Process E P Actions Person & Actions E C E P
(Step) (process Effects (Y's) V s Failure (X's) C Controls T N Target Date V C T N
defects)

This is simply the effect of realizing the potential failure

mode on the overall process. It focuses on the outputs
of each step.

This information can be obtained in the Process Map.

M# 125
OSSS LSS Black Belt v10.3 - Measure Phase 65 © Open Source Six Sigma, LLC
 FMEA Components…Severity (SEV)

# Process Potential Potential S Cl Potential O Current D R Recommend Responsible Taken S O D R

Function Failure Modes Failure E as Causes of C Process E P Actions Person & Actions E C E P
(Step) (process Effects (Y's) V s Failure (X's) C Controls T N Target Date V C T N
defects)

This ranking should be developed based on the teams knowledge of

the process in conjunction with the predetermined scale.
The measure of Severity is a financial measure of the impact to the
business of realizing a failure in the output.

M# 126
OSSS LSS Black Belt v10.3 - Measure Phase 66 © Open Source Six Sigma, LLC
 Ranking Severity

•Potential Failure Mode and Effects Analysis (FMEA), AIAG Reference Manual, Fourth Edition 2008.
Chapter IV, Pg 88. Chrysler Corporation, Ford Motor Company, General Motors Corporation. M# 126
OSSS LSS Black Belt v10.3 - Measure Phase 67 © Open Source Six Sigma, LLC
 Applying Severity Ratings to Your Process

• The guidelines presented on the previous slide were developed for

the auto industry.
• This was included only as a guideline....”actual results may vary” for
your project.
• Your severity may be linked to impact on the business or impact on
the next customer, etc.

You will need to define your own criteria…

and be consistent throughout your FMEA

Let’s brainstorm how we might define the following SEVERITY

levels in our own projects:
1, 5, 10

M# 127
OSSS LSS Black Belt v10.3 - Measure Phase 68 © Open Source Six Sigma, LLC
 Sample Transactional Severities

Effect Criteria: Impact of Effect Defined Ranking

Critical Business May endanger company’s ability to do business. Failure mode affects process
10
Unit-wide operation and / or involves noncompliance with government regulation.

Critical Loss - May endanger relationship with customer. Failure mode affects product delivered
Customer and/or customer relationship due to process failure and/or noncompliance with 9
Specific government regulation.

Major disruption to process/production down situation. Results in near 100%

High 7
rework or an inability to process. Customer very dissatisfied.

Moderate disruption to process. Results in some rework or an inability to process.

Moderate Process is operable, but some work arounds are required. Customers experience 5
dissatisfaction.
Minor disruption to process. Process can be completed with workarounds or
Low rework at the back end. Results in reduced level of performance. Defect is 3
noticed and commented upon by customers.
Minor disruption to process. Process can be completed with workarounds or
Minor rework at the back end. Results in reduced level of performance. Defect noticed 2
internally, but not externally.
None No effect. 1

M# 127
OSSS LSS Black Belt v10.3 - Measure Phase 69 © Open Source Six Sigma, LLC
 FMEA Components…Classification “Class”

# Process Potential Potential S C Potential O Current D R Recommend Responsible Taken S O D R

l
Function Failure Modes Failure E Causes of C Process E P Actions Person & Actions E C E P
a
(Step) (process Effects (Y's) V s Failure (X's) C Controls T N Target Date V C T N
defects) s

Classification (“Class” on the form) should categorize each step as a…

 Controllable (C)
 Procedural (P)
 Noise (N)
This information can be obtained in the Process Map.

Controllable – A factor that can be dialed into a specific setting/value. For

example Temperature or Flow.
Procedures – A standardized set of activities leading to readiness of a step.
For example Safety Compliance, “Lock -Out Tag-Out.”
Noise - A factor that can not be dialed in to a specific setting/value. For
example rain in a mine.
M# 128
OSSS LSS Black Belt v10.3 - Measure Phase 70 © Open Source Six Sigma, LLC
 Potential Causes of Failure (X’s)

# Process Potential Potential S Cl Potential O Current D R Recommend Responsible Taken S O D R

Function Failure Modes Failure E as Causes of C Process E P Actions Person & Actions E C E P
(Step) (process Effects (Y's) V s Failure (X's) C Controls T N Target Date V C T N
defects)

Potential Causes of the Failure refers to how the failure could occur.
This information should be obtained from the Fishbone Diagram.

M# 128
OSSS LSS Black Belt v10.3 - Measure Phase 71 © Open Source Six Sigma, LLC
 FMEA Components…Occurrence “OCC”

# Process Potential Potential S Cl Potential O Current D R Recommend Responsible Taken S O D R

Function Failure Modes Failure E as Causes of C Process E P Actions Person & Actions E C E P
(Step) (process Effects (Y's) V s Failure (X's) C Controls T N Target Date V C T N
defects)

Occurrence refers to how frequently the specified failure is projected

to occur.
This information should be obtained from Capability Studies or
Historical Defect Data - in conjunction with the predetermined scale.

M# 129
OSSS LSS Black Belt v10.3 - Measure Phase 72 © Open Source Six Sigma, LLC
 Ranking Occurrence

Potential Failure Mode and Effects Analysis (FMEA),

AIAG Reference Manual, Fourth Edition 2008. Pg. 46.
Chrysler Corporation, Ford Motor Company, General
Motors Corporation.

M# 129
OSSS LSS Black Belt v10.3 - Measure Phase 73 © Open Source Six Sigma, LLC
 FMEA Components…Current Process Controls

# Process Potential Potential S Cl Potential O Current D R Recommend Responsible Taken S O D R

Function Failure Modes Failure E as Causes of C Process E P Actions Person & Actions E C E P
(Step) (process Effects (Y's) V s Failure (X's) C Controls T N Target Date V C T N
defects)

Current Process Controls refers to the three types of controls that are
in place to prevent a failure in with the X’s. The 3 types of controls are:
• SPC (Statistical Process Control)
• Poka-Yoke – (Mistake Proofing)
• Detection after Failure

Ask yourself “how do we control this defect?”

M# 130
OSSS LSS Black Belt v10.3 - Measure Phase 74 © Open Source Six Sigma, LLC
 FMEA Components…Detection (DET)

# Process Potential Potential S Cl Potential O Current D R Recommend Responsible Taken S O D R

Function Failure Modes Failure E as Causes of C Process E P Actions Person & Actions E C E P
(Step) (process Effects (Y's) V s Failure (X's) C Controls T N Target Date V C T N
defects)

Detection is an assessment of the probability that the proposed type

of control will detect a subsequent Failure Mode.

This information should be obtained from your Measurement System

Analysis Studies and the Process Map. A rating should be assign in
conjunction with the predetermined scale.

M# 130
OSSS LSS Black Belt v10.3 - Measure Phase 75 © Open Source Six Sigma, LLC
 Ranking Detection

Potential Failure Mode and Effects Analysis (FMEA),

AIAG Reference Manual, Fourth Edition 2008 Pg. 56.
Chrysler Corporation, Ford Motor Company, General
Motors Corporation.

M# 131
OSSS LSS Black Belt v10.3 - Measure Phase 76 © Open Source Six Sigma, LLC
 Risk Priority Number “RPN”

# Process Potential Potential S Cl Potential O Current D R Recommend Responsible Taken S O D R

Function Failure Modes Failure E as Causes of C Process E P Actions Person & Actions E C E P
(Step) (process Effects (Y's) V s Failure (X's) C Controls T N Target Date V C T N
defects)

The Risk Priority Number is a value that will be used to rank order
the concerns from the process.

The RPN is the product of, Severity, Occurrence and Detect ability
as represented here…
RPN = (SEV)*(OCC)*(DET)

M# 131
OSSS LSS Black Belt v10.3 - Measure Phase 77 © Open Source Six Sigma, LLC
 FMEA Components…Actions

# Process Potential Potential S Cl Potential O Current D R Recommend Responsible Taken S O D R

Function Failure Modes Failure E as Causes of C Process E P Actions Person & Actions E C E P
(Step) (process Effects (Y's) V s Failure (X's) C Controls T N Target Date V C T N
defects)

Recommended Actions refers to the activity for the prevention of a

defect.

Responsible Person & Date refers to the name of the group or person
responsible for completing the activity and when they will complete it.

Taken Action refers to the action and effective date after it has been
completed.

M# 132
OSSS LSS Black Belt v10.3 - Measure Phase 78 © Open Source Six Sigma, LLC
 FMEA Components…Adjust RPN

# Process Potential Potential S Cl Potential O Current D R Recommend Responsible Taken S O D R

Function Failure Modes Failure E as Causes of C Process E P Actions Person & Actions E C E P
(Step) (process Effects (Y's) V s Failure (X's) C Controls T N Target Date V C T N
defects)

Once the Recommended Actions, Responsible Person & Date,

Taken Action have been completed the Occurrence and Detection
should be adjusted. Refer back to the charts to get the updated
rank. Then calculate a new RPN rating.

Severity must never be adjusted.

M# 132
OSSS LSS Black Belt v10.3 - Measure Phase 79 © Open Source Six Sigma, LLC
 FMEA Exercise

Exercise objective: Assemble your team in order

to review an existing FMEA for your process or
create a FMEA using the information generated
from the Process Map, Fishbone Diagram and
X-Y Matrix.

1. Be prepared to present results to your mentor.

OK Team, let’s
get that FMEA!

M# 133
OSSS LSS Black Belt v10.3 - Measure Phase 80 © Open Source Six Sigma, LLC
 Summary

At this point, you should be able to:

• Create a high-level Process Map

• Create a Fishbone Diagram

• Create an X-Y Matrix

• Understand the components of the Failure Mode and Effects

Analysis (FMEA) and calculate a RPN

• Describe the purpose of each tool and when it should be used

M# 134
OSSS LSS Black Belt v10.3 - Measure Phase 81 © Open Source Six Sigma, LLC