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MBA14QT
MBA14QT
CBS Chapter 14
SPC Defined
All processes are affected by multiple factors and, therefore, SPC can be applied to any process. There is inherent variation in any process which can be measured and controlled. SPC does not eliminate variation, but it does allow the user to track special cause variation. SPC is a statistical method of separating variation resulting from special causes from natural variation and to establish and maintain consistency in the process, enabling process improvement. (Goetsch & Davis, 2003. p. 631)
CBS Chapter 14
14-4
Variation in Processes
Common Cause variation - the variation which in inherent in the process itself; when sampled, a normal distribution is found; a process is said to be in statistical control when only common cause variation exists. Special (or Assignable) Cause variation - the variation in process output that might be traced to a specific cause; the process is said to be out of control when a special cause variation exists.
CBS Chapter 14 14-5
CBS Chapter 14
14-6
2 (68%)
4 (95.5%) 6 (99.7%)
Interpreting control charts is, then, all about probabilities if the observations arent probable, then there must be a special cause variation.
CBS Chapter 14 14-8
+3x +2 +1
UCL C = 2.1%
7. 15 consecutive observations in the A zones. 8. Eight consecutive points outside of the A zones.
CBS Chapter 14
14-9
Risks of SPC
SPC has the same Type I and Type II risks as acceptance sampling If the process if in fact in control but we conclude that it is out of control, we have committed a Type I error. If the process if in fact out of control but we conclude that it is in control, we have committed a Type II error.
CBS Chapter 14 14-10
CBS Chapter 14
Process Capability
Process capability is the ability of the process, as it currently exists, to product within specifications. One measure known as Cp compares the natural variation of the process to the specification width. Another, more precise, measure known as Cpk compares the natural variation of the process to the specification width and target.
CBS Chapter 14 14-13
Process Capability
Process Capability (PC) is the range in which "all" output can be produced the inherent capability of the process.
Definition: PC = 6
6 (99.7%)
CBS Chapter 14 14-14
Inherent capability (6 )
14-15
Cpk =
OR
CBS Chapter 14
14-17
Cpk Values
Cpk = 1.0 Cpk = 1.33 Cpk = 3.0
LSL
USL
LSL
USL
LSL
USL
Cpk = 1.0
Cpk = 0.60
Cpk = 0.80
LSL
CBS Chapter 14
USL
LSL
USL LSL
USL
14-18
Run Charts
Number of defectives
x x
x x
x x
x x
Time
CBS Chapter 14
14-19
Pareto Chart
Comments
x x x
Few toppings
Time (distance) Brief Description 5 min. Sale is made. Items sold are entered into POS terminal. D 4 hours Average delay until the end of the day. 1 min. Inventory records are updated for sales and receipts by computer. D 14 hours Delay until order review. 20 min. Manager builds an order to maximize discount/minimize freight costs by ordering reorder items and other items required to reach discount. 3 days Mail order to vendor. 3 days Vendor processes order. 3 days Vendor ships order. 5 min. Inspect shipment for damage. 5 min. Move shipment to stock room. D 2 days Temporarily placed in stock room until time is available to stock shelf. 2 min. Move coffees to proper shelves. 30 minutes Coffees/teas placed in correct display containers. 15 days Wait until time to pay invoice. 5 min. Pay invoice. Summary of Work Elements Element Number Time/distance Percentage 6 3 days 61 min. 11 D 3 2 days 18 hrs. 11 4 6 days 7 min. 22 1 15 days 56 1 5 min. 0 Figure 11.7. Process flow chartcurrent method of inventory replenishment
Element
Flow Chart
CBS Chapter 14
14-21
Wires Corroded
Figure 14.15. Ishikawa (cause and effect) diagram for car wont start
CBS Chapter 14
14-22
Histogram
18 16 14 12 Frequency 10 8 6 4 2 0 3 8 6 14 11 17
25
14
20
23
11
Frequency
8 6 3
15
15 14
11 10 9
11
10
5 2
0 2 3
10
11
12
CBS Chapter 14
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14 12
12
12
Frequency
10 9 8 6 6 9
10 9
Frequency
8 6
4 3 2
4 3
4 3 2 2
Category
C a te g o r y
F ig u r e 1 4 .1 9 . C liff-lik e h isto g r a m
14 12
6 5 4 3 2 1 0 1 2 3 4 5 6 7 8 9 10 11 Category 12
Frequency
Frequency
10 8 6 4 2 0 1 2 3 4 5 6 7 8 9 10
CBS Chapter 14
Category
14-24
Scatter Diagram
Points Scored 40 35 30 25 20 15 10 5 0 0 50 100 150 200 250 300 350 400 450 Yards Gained Rushing
14-25
CBS Chapter 14
Affinity Diagram
A method to get your arms around a complex problem. Similar to a brainstorming session wherein each participant writes his/her idea for a cause on an index card. 2 7 1 8 6 13 3 10
CBS Chapter 14
5 12 14 15
14-27
11
16
Affinity Diagram
A method to get your arms around a complex problem. Similar to a brainstorming session wherein each participant writes his/her idea for a cause on an index card. The possible causes are then arranged into groups of similar causes. The groups might be functional areas. Group 1 4 6 11
CBS Chapter 14
Group 2 8 10
Group 3 2 3 7 13 15
Group 4 1 5 9 12 14 16
14-28
Relational Diagram
Used to logically examine the interrelationships among the causes within a particular grouping. The problem is written to the left and the causes are placed according to their relationship to the problem -- the further away the weaker the relationship. 1 Statement of problem 16
CBS Chapter 14
5 12
14
14-29
Lack time to develop employees Improvement work competes with day-to-day work
CBS Chapter 14
14-30
Tree Diagram
Used to identify and sequence the tasks necessary to accomplish an objective (the opposite of the problem) using the affinity diagram and the relationship diagram as a reference. 1 5 Objective 10 7 11
CBS Chapter 14
4 3
6 13 15 9
2 12 14 16
14-31
Make group meetings more Effective Develop procedures to assure team effectiveness Provide system to communicate progress
Interaction must occur with frequency Publish and adhere to agenda, with team input Require each function to periodically report status Distribute tracking charts of team performance Each function shows its plan to fulfill overall plan Identify relationships in dependencies in project plan Participate in joint training of planning methods Use facilitator approach at meetings 14-32
Show functional interdependencies in plan development Interaction techniques Use consensus building techniques in plan development and implementation Figure 14.24. Example tree diagram
CBS Chapter 14
Matrix Diagram
A\B A1 A2 A3 A4 A5 C5 C4 C3 C2 C1 B1 A1 A2 A3 A4 A5 B2 B3 B4 B5 D5 D4 D3 D2 D1 A1 A2 A3 A4 A5 B1 B2 B3 B4 B5
L-shaped
C5 C4 C3 C2 C1 B1 B2 B3 B4 B5
T-shaped
CBS Chapter 14
X-shaped
14-33
Case received via mail. Case scanned by paralegal Conflict of interest No conflict of interest Attorney and paralegal meet with client Attorney and paralegal "discover evidence A settlement offer is made Plaintiff settles File motion to dismiss case Plaintiff doesn't settle File trial motions Hold hearing on motions Judge orders mediation Judge doesn't order mediation No settlement Mediate settlement Set trial date Depose witnesses Go to trial Figure 14.27. Sample program decision process chart
CBS Chapter 14
14-35
Arrow Diagram
Operations Foundation Framework Scaffolding Exterior Interior walls Plumbing and electrical work Doors and windows Interior painting Interior finished Final inspection and delivery
CBS Chapter 14
10
11 12
14-36
Arrow Diagram
4 5
10
7
CBS Chapter 14
9
14-37
What is QFD?
A specialized method for making customers part of the product development cycle. It translates customer wants into what the organization produces enabling the organization to: Prioritize customer needs; Find innovative responses to those needs; and, Improve processes to maximize effectiveness.
CBS Chapter 14
14-38
Structure of QFD
6 2
1 Customer Input 2 Manufacturers Current Requirements/Specifications to Suppliers 3 Planning Matrix importance rating competition rating target values scale-up needed sales points 4 Relationships 5 Prioritized list of manufacturers critical process requirements 6 Process requirement trade-offs
5
CBS Chapter 14
14-39
QFD Example
X
Product characteristics
PRIORITY
3 Color choices
Tape recorder
Plastic handle
6 Speakers
Plastic case
Tapes from CD Large speakers Light weight Good balance Good sound Inexpensive Attractive
4 5 6 4 1 2 4 +
A B B C A B C B C + BC A C C
B AC A AB
CBS Chapter 14
14-40
Customer Requirements Technical features Applied technologies Manufacturing processes Quality control processes Statistical process control
CBS Chapter 14
QFD Process
Applied technologies Manufacturing processes Matrix 3 Quality control processes Matrix 4 Statistical process control Matrix 5 Specifications for the finished product Matrix 6
14-41
L = k(T-x)2 where: L = loss k = a constant (typically a measure of intolerance of deviation) T = target x = observed value
12 OUNCE
AMOUNT
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