Lean Six Sigma Course Training Part 16
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The document discusses Failure Modes and Effects Analysis (FMEA), a risk management tool initially used by NASA, which helps identify potential changes and the accompanying risks. It outlines the importance of stakeholder analysis in project success and introduces the SCORE method for planning and conducting kaizen events, focusing on efficiency and collaboration. Additionally, it highlights the integration of FMEA with Six Sigma methodologies to improve process quality and reduce failures.
Lean Six Sigma Course Training Part 16
- 1. 1 Lean-Insight.com Lean Six Sigma Training Part 16 Training Location: Bangalore / Bengaluru
- 2. 2 Failure Modes and Effects Analysis (FMEA) First developed in the 1950’s Applied by NASA in the 1960’s for the space program Ford Motor Company was the first North American company to widely implement the use of FMEAs The FMEA reduces risk of failure, a barrier to acceptance of change. A tool to help manage the risk of change The point of this brainstorming tool is to identify potential change risks and provide focus on the significant few from the insignificant many. The FMEA form, in addition to identifying the critical risks, serves as a vehicle for generating future improvement actions. FMEA’s have been used at the macro and micro level of process change. They are perhaps most commonly known for their use to reduce risk with the design of new products. FMEA Lean-Insight.com
- 3. 3 Initial Assessment Actions and History Actions Taken S E V O C C D E T R P N What are the actions for reducing the occurrence, or improving detection, or for identifying the root cause if it is unknown? Shouldhave actions only on high RPN's or easy fixes. Who is responsible for the recommended action? List the completed actions that are included in the recalculated RPN. Include the implementation date for any changes. Whatisthenew severity? Whatisthenewprocess capability? Arethedetectionlimits improved? RecomkputeRPNafter actionsarecomplete. 0 0 0 0 0 0 Action Results Recommended Action(s) Responsibility and Completion Date The highest value process steps fromthe C&E matrix. In what ways might the process potentially fail to meet the process requirements and/or design intent? What is the effect of each failure mode on the outputs and/or customer requirements? The customer could be the next operation, subsequent operations, another division or the end user. HowSevereistheeffect tothecusotmer? How can the failure occur? Describe in terms of something that can be corrected or controlled. Be specific. Try identify the causes that directly impacts the failure mode, i.e., root causes. Howoftendoesthe causeorfailuremode occur? What are the existing controls and procedures (inspection and test) that either prevent failure mode from occurring or detect the failure should it occur? Shouldinclude an SOP number. Howwellcanyoudetect causeorFM? SEVxOCCxDET 0 0 0 0 0 0 R P N Potential Cause(s)/ Mechanism(s) of Failure O C C Current Process Controls D E T Process Function Potential Failure Mode Potential Effects of Failure S E V Parts of the FMEA Form The first section of the FMEA form, “initial assessment”, is used to evaluate initial conditions of the process. After completing the initial assessment, the team then generates a list of actions to reduce the occurrence or increase the detection. Lean-Insight.com
- 4. 4 FMEA Examples Documentation Example The Human Resources Department for a particular organization maintains “official” files for all personnel. Included is personal data, benefits, current organizational status, and performance evaluation packages. Many within the organization query HR for the info contained in those files. A SCORE team is applying Lean techniques to reduce the query response time. They use FMEA to identify risks with the changes they have planned. Service Time Example A Customer Service Department for a particular organization handles all customer inquiries. A SCORE team has been formed to improve the timeliness of completing those inquiries. They have created an improvement plan. Before implementing that plan, they conduct an FMEA to surface potential problems. In the following examples, a single line from the FMEA is used as an illustration for each of the above examples. Lean-Insight.com
- 5. 5 Process FMEA -- Terminology FMEA: A systematic analysis of a process used to identify potential failures and to prevent their occurrence. Potential Failure mode: The manner in which the process could potentially fail to meet the process requirements. Potential Failure Effect: The effects of the failure mode on the customer. Severity: An assessment of the seriousness of a failure mode. Severity applies to the effects only. Cause: How the failure could occur, described in terms of something that can be corrected or controlled. Occurrence: The likelihood that a specific failure mode is projected to occur. Detection: The effectiveness of current process controls to identify the failure mode (or the failure effect) prior to occurring, prior to release to production, or prior to shipment to the customer. RPN -- Risk Priority Number: The product of Severity, Occurrence & Detection. Lean-Insight.com
- 6. Noble Institute of Quality Certification – NIQC 6 Who are the stakeholders associated with your process? What is important to them? How do you get their support? We must plan. Steps: 1. Identify Stakeholders 2. Understand their power over the organization and influence 3. Determine their level of support 4. Recognize the nature of their resistance 5. Learn how to address their needs and fears 6. Enlist the help of your influential allies 7. Develop an action plan Stakeholder Analysis
- 7. 7 Stakeholder Analysis WHAT is a Stakeholder Analysis? A method to identify and understand your project’s stakeholders WHY is it important? Without support and acceptance of key stakeholders, the probability of project success is greatly reduced WHEN should it be used? Early in the project (Define Phase) to ensure a good start Stakeholder support should be monitored and managed throughout the project WHO should conduct it? The project leader, with input from the team A stakeholder is any individual or group with an interest in the outcome of a project, either as a result of being: Affected by the project or Able to influence the project The effect on or by the stakeholder can be positive or negative. There are three main types of stakeholder: Person who is responsible for the final decision People who have influence over whether implementation proceeds or not People who are affected by the project outcome Lean-Insight.com
- 8. 8 Who Are Your Stakeholders? • Some possible examples: • External customers • Internal customers • Suppliers • Champion • Process Owner • Project team resources • Affected departments • Process workers • Support personnel Lean-Insight.com
- 9. 9 There is confusion as to how to plan and conduct kaizen events. SCORE provides the needed method. The SCORE method can be planned and progress tracked, similar to the benefits of DMAIC. SCORE ’s meaning:- SCORE relates to sports where the objective is to score points. Each SCORE needs to be celebrated. Like a good sports team, you will want to SCORE often. It takes a team effort. Look for many quick SCORE s. SCORE can also be related to music, where the score is the plan for the music. SCORE provides a method so that participants can act in harmony. SCORE “If you’re not keeping score , you’re only practicing.” Vince Lombardi Lean-Insight.com
- 10. 10 Select the process to be worked on. Clarify the problem statement and project objective. Measure historical data to quantify the current capability. Organize the team members and train them on methods and scope of project. Ready the work place and interfaces such as suppliers, customers, and facilities people. Run the event (observe, brainstorm improvements, select improvements, test, implement). Evaluate the results, standardize the new procedure, and define future work. The Acronym of SCORE Lean-Insight.com
- 11. 11 Six Sigma (DMAIC) Define Measure Analyze Improve Control Design for Six Sigma (DFSS) Define Measure Analyze Design Verify SCORE fits with Six Sigma methods SCORE is a means to accelerate improvements. Improving Worker productivity Worker involvement Create savings in Time Space Output Reducing Lead times WIP Scrap Defects Rework Very Similar to • Workout Effective in • Service • Manufacturing • Transactional processes Lean-Insight.com
- 12. 12 SCORE is all about speed to complete Removes “Red Tape” barriers Blasts through business politics Focuses on Business priorities Progress Cooperation Improving communications SCORE savings potential Reduced cycle time Increased productivity Reduction in floor space needed Higher quality Less overtime Faster service to customers Improved profits Improved moral Improved communication between management and workers Respect for each other Lean-Insight.com
- 13. 13 Lean-Insight.com If you are looking for Lean Six Sigma training in Bangalore / Bengaluru along with certification visit: http://lean-insight.com/six-sigma-training-bangalore/