Theme Selection (Activity Focusing) : Super A Team

Chapter 2
Theme Selection
(Activity Focusing)
Super A Team
6 Copyright ⓒ LG Elec. Digital Display & Media Company3

1.2.0
Ver3.0 February 2000. LG Electronics
Theme Selection (Activity Focusing)
Chapter 2 : Theme Selection (Activity Focusing)
PURPOSE:
For the purpose of help in project theme selection.
OBJECTIVE:
1. The definition of major steps for focusing on Six Sigma Project.
2. The description of workout problem with Project.

1.2.1
The steps of focusing problem
1. Define the problem area.

- Process Mapping, Rolled Throughput Yield, QFD, FMEA, Pareto, Benchmarking.
2. Decide Action theme and irregular members.

- Irregular member who is needed to improve problem.
3. Extract the detailed issue on theme activity.

- Process Mapping, Brainstorming, Logic Tree, Pareto.
4. Decide the benefit (quality,quantity impact) related theme activities.

- Clarify the improved amount, guarantee its performance.
5. Describe the problem on theme activity .

-Describe the present and ideal appearance through phenomenon analysis.
6. Control project Schedule.

- Control the overall agenda with the detailed chart through phenomenon analysis .

1.2.2
1. Define the problem area
(Where is the place we have problem?)
Process Mapping
• Process mapping is used to document process to examine part and information flow.
• It is a key tool in identifying opportunities for improvement.
The Process Mapping Method

• Define the Process boundary. (General area or specific process you intend to improve)
• Brainstorm and order process steps with your team.
• Code activities using symbols for easy analysis.
• Walk through the process to validate map.
• Add key process metrics
- yield, costs, rolled throughput yield, scrap, overtime $, capacity, %schedule, %OTD
• Analyze map for key business issues -could be in the areas of :
- Process loss or waste
- Cycle time improvements
- Quality improvements
- Flow improvements

1.2.3
Process Mapping [ex] Vehicle Purchasing
Meeting Look around Look around

Car Shop arrival Small Talk
Salesman first car second car
Look around Trial No Shop around

third car Driving? for another shop
Yes No
Operation
Receive Trial Whether you Yes Decide Review the
key and Tag Driving buy or not? to buy sales manager
Decision
Decide
Contract Value
Delay
Decide the Whether you No Visit another measurement

Price purchase another or not? car shop
Yes
Storage
No
Decide Review the Decide Yes Make out
Reasonable
to buy sales manager the price final contract Transportation
price?
w
Transmission
Get a Credit Stand by Drive the
loan check for a loan new car

1.2.4
Process Mapping [ex] Refrigerator - R1 Line Rolled Throughput Yield
Door Ass’y 89.7%

D/Plate plate/paint
99.0%
D/Liner extrusion/mold Door forming Door assembly

99.7% 93.4% 97.3%
99.6% 81.0%
I/Case extrusion/mold Case forming Cycle assembly

83.8%
97.7%
Front - CTQ, L painting O/Case, B/Plate LQC & appearance

99.2% 91.7%
96.5%
Case Ass’y 73.4%
Output
Rolled Though put Yield = 73.4% ×
89.7% ×97.7% × 83.8%× 96.5% = 52.0%
▲ ▲ ▲ ▲ ▲
Case Door Cycle assembly LQC& appearance

1.2.5

QFD (Quality Function Deployment)
QFD is used to link key consumer requirements(cues) to technical specifications and
potential part CTQ’s. QFD is performed by a team of process experts.
QFD Process
• Identify key consumer cues by reviewing market, reliability requirements, general requirements
and current quality issues.
• Rank cues by importance and translate them into technical specifications required to meet customer cues.
• Rank technical specifications by impact on customer cues and translate them into potential part
characteristics(CTQ’S).
• Rank part characteristics by impact on meeting technical specifications(CTQ’S)
QFD translates the Voice of the Consumer into the Voice of the Engineer.

1.2.6
QFD Step 1.
Technical Response
Regular space
Spring rate
Hooking spec.
Raw material quality
Cleat & smooth surface
F/cover shape
Color harmony of each part
Round corner
Handle shape
Position & size of dust indicator
Light & size of LED
F/cover revolving degree
Hinge part spec.
Customer importance
Weight table
Strong relationships : ●(9)
Moderate relationships : ○ (3 )
Slight or possible relationships : ▽ ( 1 )
Customer needs &benefits 1 2 3 4 5 6 7 8 9 10 11 12 13
Basic function(Standard)
Easy to button handle 1 9 3 2
Hard to LATCH 2 3 9 3
Almost perfect(each part) 3 9 5
Quality
Nice look 4 3 9 9 3 5
Attractive design 5 9 3 1 5
Nice color 6 9 9 3
No space gap 7 3
Smooth corner 8 9 5
Good operation of dust indicator 9 3 9 5
Soft connection between the part 10 9 3
Convenience
Easy handle to catch 11 9 5
Easy visible operation indicator 12 9 5
Convenient clean-up
Opening space must be large in F/Cover 13 9 1
Durable button operation 14 9 3 3 2
Technical importance 75 66 27 66 117 60 47 45 45 0 45 9 0
2 4 11 6 1 5 6 7 7 11 7 13 7
The team’s next step would be to link the technical requirements to potential CTQ’s
1.2.7

QFD Step 2.
Characteristic of the parts
FILTER COVER
Clear & Smooth surface
Size
Thickness
Revolving degree
Indicator position
HANDLE
material
Shape
COVER BODY
Material
Hooking spec.
Surface treatment
Hinge spec.
LATCH
Gap size
Clear and smooth surface
SPRING
Spring constant
Technical Importance
Weight table
Strong relationships : ●(9)
Moderate relationships : ○ (3 )
Slight or possible relationships : ▽ ( 1 )
Technical response 1 2 3 4 5 6 7 8 9 10 11 12 13 14
Regular space 1 9 3 9 105
Spring rate 2 3 9 66
Hooking spec. 3 9 27
Life expectancy of filter cover 4 3 9 66
Clear & smooth surface 5 9 3 9 9 117
F/Cover shape 6 9 60
Color harmony of each part 7 9 3 3 9 47
Round corner 8 9 9 45
Handle shape 9 3 9 45
Position & Size of dust indicator 10 9 0
Light & Size of LED 11 45
F/Cover revolving degree 12 9 3 9
Hinge part degree 13 3 9 0
Absolute importance of CTQ 1476 1485 603 675 0 276 610 482 756 1476 27 945 1053 594
The necessity of statistical treatment CTQ CTQ N N N N N N CTQ N N N N N
On the second QFD step 2, Extract CTQ being selected as a improving object eventually after
breaking down those technical requirement
1.2.8
FMEA (Failure Mode & Effects Analysis)
FMEA is used to proactively identify and rank risks in a product design and assign appropriate
actions to be taken to prevent the failure mode.
FMEA Process
• Brainstorm potential failures of the product design.

• Assign severity and probability (likelihood of occurrence) ratings to each potential failure mode.
• Determine existing control measures being taken to eliminate significant failure modes.
• Develop actions to be taken to eliminate or reduce risk on all remaining significant failure modes.

1.2.9
FMEA (Failure Mode & Effects Analysis)
Failure Mode and Effect Analysis
Assy Model P’JT
Name Deck-Assembly Name LG-VCR Name W-P’JT Purpose Obtaining reliable quality
Key Date 1997.4.22~28 Supervisor Mr. Lee Participant Mr Lee, Mr Lee, Mr. Kim, Mr. Baek
C T
o m ar
Potential Potential Effect Potential cause/ Current Design Recommended Action Results
Item/Function Sev. Mechanism of failure
Occur Detection R.P.N
g
operator Da plet et Action taken
Failure Mode of Failure Controls Actions te ion
Sev. Occ. Det. R.P.N
101 Fall-off Tape no insert 6 .Guide projection 6 In assembling 2 72 In CST Holder, Mr. 2/10 In CST Holder 6 2 1 10
little/breakdown Holder,CST, Stopper installation Lee Stopper change
Holder Holder,Side(L)
Incomplete Tape Damage,noise .Bent
Assy,CST settlement 6 6 ,inner width 5 180 6 3 3 45
Tape insert unstable .Forced parallel
Modify 6 6 6 216 6 4 5 100
.static electricity Mr.
″ Embossing
Wrong operation
function wrong operation 6 2 Screw joint 8 96 Embossing add-up Lee 6 1 6 24
on the holder add-up
1001 Drift Tape insert unstable abnormal shape(Bending Mr. ″
4 2 32 same on the above same on the 4 1
Holder, size Holder,Side 4 Lee 2 8
assembly) above
CST
Mr. Boss axes
1002 Fall-off
Bent Guide Boss Lee
2/10
Tape no insert 6 6 3 108 distance change
2->3 CST Holder Sto 6 2 2 16
Holder, pper structure design Mr.
Side(L) Noise odd noise breakout Rail design unstable same on the above Boss distance between Kim
4 6 7 168 axes
5/30 4 3 5 45
Tape no insert Weak shape. same on the above C/S item control.
Breakdown 6 Incomplete 6 5 180 Mr. 2/10 1st Guide Boss R 6 5 3 75
R treatment.
1st Guide Boss R
Baek test treatment.
treatment. 5/30 (Screw 4 spots
joint structure
(Screw 4 spots joint
structure apply. IQC apply.
Falling test wreckage conti Falling test pass)
Yes/No verification -nue
(W/S~))
1004 .Tape scratch Tape surface scratch 2 2 shape(Caulk 4 16 Mr. 2 1 2 4

Spring power strong
Plate, .Tape slipped Unstable tape settlement 4 Spring power weak 6 -ing→Hold 4 96 Spring power control Lee 2/10
Insert part
4 2 2 16
.Spring fall-off (CS control item) improvement
Unstable tape settlement Opposite gap big -er,Side 15
Spring 6 2 assembly)
6 72 Insert part structure 6 1 3
improvement design
(If size comes out,
it’s OK)

1.2.10

Pareto Analysis
This is used to find the important Issue among the problem.
Generally the 80%of the problem is caused by 20%of Issues. (Vilfredo Pareto, Italian Economist in1800’s)
Pareto Chart Process

• Collect the data from the each issue.
• Count the frequencies by each issue.
• Each issue on ‘X’ axis, frequency on ‘Y’ axis draw the line graph from the big frequency.
• Analyze the data about core Issue.
Customer exchange EDI Data, Part H/S NO Error Occurrence
On the next step, We look into the causing Problem of 80% issues.

1.2.11
2. Define the Advocacy Team
You will need to include various members of your advocacy team in the project at different
times based on their functional expertise.

1.2.12
3. Focus to the Specific Issue

Brainstorming
A team approach to generate many ideas in a short time period.
Types of Brainstorming
• Free Wheeling : spontaneous flow of ideas by all team members
• Round Robin : team members take turns suggesting ideas
• Card Method : Team members write ideas on cards with no discussion
Brainstorming Guidelines :
• No ideas are criticized
• All Ideas are recorded
• Do not interpret inputs
• Build on the ideas of others
• Don’t discuss ideas
• Encourage wild ideas
• Everyone participates

1.2.13
3. Extract the detailed issue on theme activity.

Logic Tree (Structure Tree)
• Used to break down problem into manageable groups
to identify root cause or area of focus.
• Breakdown the problem on the base of MECE
- MECE (Mutually Exclusive and Collective Exhaustive)
Why
Why
Why Electromagnetic Losses
Lamination Inductance
Why Mechanical OD
Rotor
Endrings Area A Core length
RPM Stator
Area B
Assembly
6σ is a kind of type which can improve the problem (RPM) by practicing improvement
activity for the lower level displayed in the long run
1.2.14
4. Determine the Financial Benefits
Discuss with area financial representative and Advocacy Team

to confirm the savings you claim are valid and achievable !
★ Also, reference the financial guidelines packet included in

the introduction to Six Sigma package(mailed before class)
for examples.

1.2.15
5. Write the Problem Statement

Problem Statement
It is critical to define the problem will. A problem statement should include both As is? And the
Desired State? Of the issue, and be specific and measurable.
Example:
As is : The response time for 15% of our service calls is more than 2 hours.
Desired State : The response time for all service calls must be 2 hours or less.
As is ?
• Describes the problem as it is today
• Should not contain causes
• Should not imply solutions
• Should be as specific as possible and include measurement
Desired State ?
• What you want to achieve by solving the problem
• Be as objective as possible
• As specific as possible including measurement goal

1.2.16
5. Write the Problem Statement

Problem Statement examples :
Weak : Sales are below target

Better : As Is - Sales of Product A are down 15%
Desired state - Increase Product A sales 30% in the next 6 months
Weak : We have too much downtime

Better : As Is - Downtime in fabrication area is 34%
Desired state - Reduce fabrication downtime to 10% in next 3 months
Weak : Shipping damage in increasing

Better : As Is - Shipments of microwaves are damaged at a rate of 10%, up from
5% last year
Desired state - Reduce damage on microwaves to % in 1 month, and
to 2% in next 6 months

1.2.17
6. Develop the Project Schedule

A project schedule organizes critical project activities and keeps the project on track for
completion. The main steps of project planning are :
A) List project tasks -

Including work, control, communication, commitment and evaluation
activities and the owner(s) of these tasks.
B) Identify critical relationships between tasks-
Is the start time of a task dependent upon another task ?
Is the duration of a task dependent upon another task ?
C) Estimate time requirements -

Determine the most likely completion time for each task.
D) Create a Gantt Chart-

Transfer the tasks, completion times, owners and relationships to a Gantt
Chart(scheduling plan).

1.2.18
6. Develop the Project Schedule
E) Identify potential problems -

Review the plan with your advocacy team to determine what
problems could occur, as well as the probability and seriousness of
the potential problems.
F) Determine cause of identified problems -

Determine the specific influences or events that would cause the identified
problems.
G) Develop preventative actions -

What can be done to prevent the likely causes from occurring?
Build these actions back into the plan.
H) Develop contingency plans and alarms -
List contingency actions that can be taken to minimize the impact if the
identified problem occurs in spite of the preventative action.
Create alarms that put the contingency actions into place
(when, who and why)!!
1.2.19

Theme Selection (Activity Focusing) : Super A Team

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Chapter 2

6 Copyright ⓒ LG Elec. Digital Display & Media Company3

Chapter 2 : Theme Selection (Activity Focusing)

2. The description of workout problem with Project.

6 Copyright ⓒ LG Elec. Digital Display & Media Company3

The steps of focusing problem

1. Define the problem area.

2. Decide Action theme and irregular members.

3. Extract the detailed issue on theme activity.

4. Decide the benefit (quality,quantity impact) related theme activities.

5. Describe the problem on theme activity .

6. Control project Schedule.

6 Copyright ⓒ LG Elec. Digital Display & Media Company3

The Process Mapping Method

6 Copyright ⓒ LG Elec. Digital Display & Media Company3

Process Mapping [ex] Vehicle Purchasing

Meeting Look around Look around

Look around Trial No Shop around

Decide the Whether you No Visit another measurement

6 Copyright ⓒ LG Elec. Digital Display & Media Company3

Process Mapping [ex] Refrigerator - R1 Line Rolled Throughput Yield

Door Ass’y 89.7%

D/Liner extrusion/mold Door forming Door assembly

I/Case extrusion/mold Case forming Cycle assembly

Front - CTQ, L painting O/Case, B/Plate LQC & appearance

6 Copyright ⓒ LG Elec. Digital Display & Media Company3

1. Define the problem area.

6 Copyright ⓒ LG Elec. Digital Display & Media Company3

Raw material quality

Cleat & smooth surface

Color harmony of each part

Position & size of dust indicator

Light & size of LED

F/cover revolving degree

Hinge part spec.

Customer needs &benefits 1 2 3 4 5 6 7 8 9 10 11 12 13

Easy to button handle 1 9 3 2

Almost perfect(each part) 3 9 5

Good operation of dust indicator 9 3 9 5

Soft connection between the part 10 9 3

Easy handle to catch 11 9 5

Easy visible operation indicator 12 9 5

Opening space must be large in F/Cover 13 9 1

Durable button operation 14 9 3 3 2

Technical importance 75 66 27 66 117 60 47 45 45 0 45 9 0

QFD (Quality Function Deployment)

Characteristic of the parts

Clear & Smooth surface

Clear and smooth surface

Regular space 1 9 3 9 105

Life expectancy of filter cover 4 3 9 66

Clear & smooth surface 5 9 3 9 9 117

Color harmony of each part 7 9 3 3 9 47

Position & Size of dust indicator 10 9 0

Light & Size of LED 11 45

F/Cover revolving degree 12 9 3 9

Hinge part degree 13 3 9 0

The necessity of statistical treatment CTQ CTQ N N N N N N CTQ N N N N N

1. Define the problem area.

FMEA (Failure Mode & Effects Analysis)

• Brainstorm potential failures of the product design.

6 Copyright ⓒ LG Elec. Digital Display & Media Company3

1004 .Tape scratch Tape surface scratch 2 2 shape(Caulk 4 16 Mr. 2 1 2 4