Modul 4.2: Methods & Tools (2)
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The document provides an overview of Lean Six Sigma tools and methods taught in a White Belt training, including cause and effect diagrams, Pugh concept selection, failure mode and effect analysis (FMEA), and poka yoke. For each tool, it describes the area of application, prerequisites or preparation needed, typical contributors or team members involved, goals or expected results, step-by-step procedures, and important considerations.
Modul 4.2: Methods & Tools (2)
- 1. Lean Six Sigma White Belt Training Modul 4.2: Methods & Tools (2) https://leanbase.de/onlineacademy
- 2. Lean Six Sigma White Belt Training — 4.2 Methods & Tools Framework • Area of application • Prerequisites / Preparation • Contributors / team members • Goals & Results • Procedure • Considerations
- 3. Lean Six Sigma White Belt Training — 4.2 Methods & Tools Cause & Effect Diagram aka Ishikawa Diagram aka Fishbone Diagram aka 4/6/8 M
- 4. Lean Six Sigma White Belt Training — 4.2 Methods & Tools Area of application • Effect analysis • Search for root causes • Identify weaknesses • Retrace defect sequence Ishikawa
- 5. Lean Six Sigma White Belt Training — 4.2 Methods & Tools Prerequisites / Preparation • Problem / effect statement • What has happened? • Where has it happened? • When has it happened? • How has it been detected? • Who has it detected? • Sufficient place (pin board, whiteboard, brownpaper, …) Ishikawa
- 6. Lean Six Sigma White Belt Training — 4.2 Methods & Tools Contributors / team members • Diverse group that can cover the 4/6/8 M Ishikawa
- 7. Lean Six Sigma White Belt Training — 4.2 Methods & Tools Goals & Results • Understanding (root) causes • Understanding causality (sequences) Ishikawa
- 8. Lean Six Sigma White Belt Training — 4.2 Methods & Tools Procedure • Setup basic structure • man, machine, method, material • measurement, management • money, milieu (environment) • Brain storming causes (why) acc. to the structure, consider interdependencies & interactions • Dig deeper into root causes (5x why) • Evaluate root causes Ishikawa
- 9. Lean Six Sigma White Belt Training — 4.2 Methods & Tools Considerations • Obtain in the beginning common understand for the problem / effect • Distinguish between correlation & causality • Don‘t stop too soon, do deep • Not to be used for problem solving! Ishikawa
- 10. Lean Six Sigma White Belt Training — 4.2 Methods & Tools Pugh Concept Selection
- 11. Lean Six Sigma White Belt Training — 4.2 Methods & Tools Area of application • Concept selection • product / process / organization design • problem solving • Improve concepts • Involve all participants Pugh
- 12. Lean Six Sigma White Belt Training — 4.2 Methods & Tools Prerequisites / Preparation • Customer needs (VOC, VOB, VOP, …) • Derived requirements • Ideally QFD (Quality Function Deployment) Pugh
- 13. Lean Six Sigma White Belt Training — 4.2 Methods & Tools Contributors / team members • Customer (product owner) • Concept responsibles • Relevant stakeholder, line managers, … Pugh
- 14. Lean Six Sigma White Belt Training — 4.2 Methods & Tools Goals & Results • Agreed evaluation criteria & weights • Selection of the best concept • Further improvements during the selection process Pugh
- 15. Lean Six Sigma White Belt Training — 4.2 Methods & Tools Procedure 1. Determine evaluation criteria 2. Determine weight of the criteria acc. to relevance 3. Assessment of the actual situation or a hypothecial solution 4. Collection of alternative solutions 5. Assessment of alternative solutions 6. Integrate the “looser“ into the remaining solutions 7. Repeat step 5 & 6 until a final solution remains Pugh
- 16. Lean Six Sigma White Belt Training — 4.2 Methods & Tools Pugh Evaluations (+ – o) 7 6 Concepts Assessment (sum) Criteria Weights(1-5) 1 2 3 4 5
- 17. Lean Six Sigma White Belt Training — 4.2 Methods & Tools Considerations • Point in time: no yet pre-determined solutions • Criteria & weights BEFORE defining/design concepts • Carefully select participants • Interdependencies and interactions with QFD Pugh
- 18. Lean Six Sigma White Belt Training — 4.2 Methods & Tools Failure Mode Effect Analysis FMEA
- 19. Lean Six Sigma White Belt Training — 4.2 Methods & Tools Area of application • Failure Mode & Effect Analysis • Recognize potential failures • Evaluate implications • Identify root causes • With or without history • Prioritize measures, minimize cost FMEA
- 20. Lean Six Sigma White Belt Training — 4.2 Methods & Tools Prerequisites / Preparation • Determine focus area • product: system element / design / construction • process: production, service, operations • Structuring the focus area (partially within the tool) FMEA
- 21. Lean Six Sigma White Belt Training — 4.2 Methods & Tools Contributors / team members • Involved people • Affected people • Experts • Facilitator! FMEA
- 22. Lean Six Sigma White Belt Training — 4.2 Methods & Tools Goals & Results • Risk management • determination • evaluation • prevention FMEA
- 23. Lean Six Sigma White Belt Training — 4.2 Methods & Tools Procedure • Structural analysis • Functional analysis • Failure analysis (modes, causes, implications) • Measure analysis (severity, occurence, detection) RPN (risk priority number) • Optimization, additional measures new RPN FMEA
- 24. Lean Six Sigma White Belt Training — 4.2 Methods & Tools Considerations • System boundaries • Structuring & breakdown at the beginning • If necessary several stages (as QFD), both directions possible • Consistent evaluation/assessment scales • Pareto (80-20-rule) • Severity of 10 always needs follow-up • Follow-up on measures • Change in severity only after design modifications • Keep FMEA actual (no cabinet-ware) FMEA
- 25. Lean Six Sigma White Belt Training — 4.2 Methods & Tools Poka Yoke
- 26. Lean Six Sigma White Belt Training — 4.2 Methods & Tools Area of application • Avoid & detect human errors & mistakes Poka Yoke
- 27. Lean Six Sigma White Belt Training — 4.2 Methods & Tools Area of application • Avoid & detect human errors & mistakes Poka Yoke
- 28. Lean Six Sigma White Belt Training — 4.2 Methods & Tools Prerequisites / Preparation • History (of incidents) Poka Yoke
- 29. Lean Six Sigma White Belt Training — 4.2 Methods & Tools Contributors / team members • Diverse group of people • Experts • Workers (doing the actual work) Poka Yoke
- 30. Lean Six Sigma White Belt Training — 4.2 Methods & Tools Goals & Results • Simple & cheap mechanisms to prevent and detect mistakes Poka Yoke
- 31. Lean Six Sigma White Belt Training — 4.2 Methods & Tools Procedure • Check mechanism • Where & how will mistakes be detected? • Trigger mechanism • What is the mistake? • Regulation mechanism • How to prevent & suppress failure mode? Poka Yoke
- 32. Lean Six Sigma White Belt Training — 4.2 Methods & Tools Procedure • Check mechanisms • Where & how will mistakes be detected? • Prevent root cause • Trigger mechanisms • What is the mistake? • Contact, counting, sequence • Regulation mechanisms • How to prevent & suppress failure mode? • Intervention, warning Poka Yoke
- 33. Lean Six Sigma White Belt Training — 4.2 Methods & Tools Procedure • Analyze (problems, incidents) • Create ideas (brain storming) • Evaluate (technical, economical, timely) • Decide • Implement Poka Yoke
- 34. Lean Six Sigma White Belt Training — 4.2 Methods & Tools Considerations • Don‘t call it “fool proof“! • It‘s not rocket science, don‘t discard foolish ideas • Start as soon as possible • Identify causes, don‘t blame people Poka Yoke