Module 53. Process Control

UNCLASSIFIED / FOUO
National Guard
Black Belt Training
Module 53
Process Control
UNCLASSIFIED / FOUO
UNCLASSIFIED / FOUO
CPI Roadmap
p – Control
8-STEP PROCESS
6. See
1.Validate
1 Validate 2. Identify 3. Set 4. Determine 5. Develop 7. Confirm 8. Standardize
Counter-
the Performance Improvement Root Counter- Results Successful
Measures
Problem Gaps Targets Cause Measures & Process Processes
Through
Define Measure Analyze Improve Control
TOOLS
ACTIVITIES
•KPIs/Metrics
• Implement Mistake Proofing
•Control Charts & SPC
• Develop SOP’s, Training Plan, Process
•Standard Operating Procedures (SOP’s)
Controls
•Training Plan
• Implement Solution
•Communication Plan
• Establish Ongoing Process Measurements
•Implementation Plan
• Identify Project Replication Opportunities
•Process Control / Response Plans
• Estimate Final Financial/Operational Benefits
•Visual Process Control Tools
• Transition Project to Process Owner
•Project Replication
• Develop Audit/Response Plan
•Project Commissioning
• Create Final Storyboard
•Storyboards
• Complete Control Tollgate
•Team Feedback Session
2
Note: Activities and tools vary by project. Lists provided here are not necessarily all-inclusive. UNCLASSIFIED / FOUO
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Learning Objectives
Apply the concepts of Control Plans to process
i
improvement t projects
j t
Apply the concepts of Standard Operating Procedures
to process improvement processes
3
Process Control UNCLASSIFIED / FOUO
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Control Phase Tasks

After developing and implementing a pilot:
1. Validate the measurement system for the
KPOV(s) and critical KPIV(s)
We discussed these tools earlier
2. Implement the improvements
3. Create a process control system to make sure that the
improved process stays in control
D
Documentt ththe appropriate
i t procedures
d ffor monitoring
it i th the process,
including how to react if it goes out of control
Development of the process control system really gets started early
in yyour p
project
j but is implemented
p in the Control Phase
4. Process Documentation and Standard Operating Procedures

5. Project closure and commissioning
We will discuss this tool later
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Measurement System Analysis

When collecting data as part of our control system,
we mustt verify
if th
thatt th
there iis nott excessive
i
measurement system variation present.
This
h really
ll should
h ld have
h been
b done
d prior to conducting
d
significant analysis but now is your absolute last
chance
To validate the measurement system, you should use
the same process that you learned in the MSA
modules in Measure
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Determine Process Capability

Process capability is the measure for how a process is
performing
Verify that our process is doing better, we need to re-
calculate that number now
Recalculate during the pilot phase to confirm the
capability has improved, then calculate it again after
the improvement has gone live in the workplace
The second "real-world" calculation should only happen
after enough time has passed to allow sufficient
sampling and the process is in control
For the purpose of this training, that means after you
have completed the Control tasks
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Improvement Confirmation
Confirmation in Six Sigma means statistics that will
b k up your decisions.
back d i i
We will be using calculations that you have already
l
learned
d in process capability
b l and d hypothesis
h h testing
This means comparing the mean and standard
deviation of the original data collected with data
collected after the improvement
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National Guard
Black Belt Training
Control Plans
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Cultural Issues and Control

If data has been used to develop the solution, if it fails, it is
usually not due to technical issues
Acceptance by the people in the process (cultural issues) often
determines success or failure
Force Field Analysis helps to identify and mitigate cultural risk
Driving forces are things that can or will drive the organization
to implement the change
Restraining forces are things that can or will drive the
organization to reject the change
Key: Strengthen driving forces and/or weaken restraining
forces
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Exercise: Cultural Issues

For your training project, complete a Force Field analysis
for the implementation and control plans
__________________ Project Implementation and Control
Driving Forces Restraining Forces
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Maintaining the Improvement

There are the three approaches you can use to
maintain
i t i your process improvement.
i t
They are not sequential, however there is somewhat
off a h
hierarchy:
h
Risk Management
Mi t k Proofing
Mistake P fi
z Both should be considered before or in tandem with a control
charting strategy, because they are strategies for avoiding
potential problems altogether
Control Charts can only monitor for potential
problems All th
three
ee app
approaches
oaches must
m st have
ha e
Control Plans to sustain the gains
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Mistake Proofing
The best approach to process control is Mistake
Proofing Mistake Proofing is a method for avoiding
Proofing.
errors in a process
The simplest definition of "Mistake
Mistake Proofing”
Proofing is that it
is a technique for eliminating errors by making it
impossible to make mistakes in the process
Unfortunately, mistake proofing is not always possible
or economically practical, therefore you must develop
a plan with on-going monitoring
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Control Charts
Control charts are essentially a feedback system
Generating control charts requires on-going data
collection on a process to monitor how it performed
b f
before and
d after
f the
h improvements
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Review of Control Charts

Focuses attention on measuring
g and tracking
g
process variation over time
Distinguishes
g between special
p and common
causes of variation
Used as a tool for p
process control ((can monitor
inputs and outputs over time)
Tracks pprocess improvements
p in q
quality,
y, cost
and/or throughput
Establishes a normative and uniform language
g g
for comparing performance among processes
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Steps to Create Control Charts

Determine where to use control charts
Determine the control chart type, and then the sampling
method
Collect data
Calculate statistics
Track data, remove causes for out-of-control points, and
recalculate statistics. Repeat until stable.
Develop action plan for out-of-control conditions
Run the process over time
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Creating Control Charts
ATTRIBUTE type CONTINUOUS

off data
type of
subgroup
attribute
size
data
DEFECTS DEFECTIVES
subgroup size 1 2-7 8+
sample sample
size size
I – MR X–R X–S
Chart Chart Chart
CONSTANT VARIABLE CONSTANT VARIABLE
Individuals Mean & Mean &
& Moving Range Std. Dev.
Range
NP
C Chart U Chart P Chart
Chart
Number of Incidences Number of Proportion Choose Appropriate

Incidences per Unit Defectives Defective Control Chart
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Input vs. Output Measures

X Y
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Control Chart Advantages
Systematic and efficient method for turning data into

actionable information
Lets p
people
p make decisions from FACTS
Highlights special cause impacts to a process
Provides
o des warning
a go
of deg
degradation
ada o bebefore
o e making
a g dedefect
ec
products / services
Establishes controls for continuous improvement and
shows
h evidence
id off iimprovements
t
Involves everyone and builds worker knowledge of the
process
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Show Control Chart Stages

g
P Chart of Bad by Stage

Before After
0.6 1
0.5
0.4
Proportion
1
0.3 UCL=0.3045
0.2
_
0.1 P=0.1069
0.0 LCL=0
1 3 5 7 9 11 13 15 17
Sample
Tests performed with unequal sample sizes
Select stages under Options button in Minitab

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Watch for Patterns

OUTLIERS
Wrong process settings, error in measurement, subgrouping or
plotting, incomplete operation, machine and tool breakdowns,
power surge.
SHIFTS
Is the change sudden or gradual?
Introduction of a new material, machine, operator, inspector or test
set, new process controls, maintenance, process changes, change
in proportion of materials from different sources.
TRENDS
Tool or fixture wear, deterioration of materials, aging, changes in
maintenance or calibration,
calibration environmental factors
factors, human factors,
factors
production schedules, gradual changes in materials or process,
accumulation of waste products, machine warm-up.
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Watch for Patterns

CYCLES
Does the time period of the cycle suggest a cause?
Environmental factors, worn locations on tools or fixtures, human factors, gage
changes, voltage fluctuations, shift changes, systematic rotation of equipment or
materials, merging of subassemblies or processes.
STRATIFICATION
Could each subgroup be a mixture of data from more than one source?
Non-random
N d sampling,
li miscalculation,
i l l ti iincorrectt chart
h t ttype, non-rational
ti l
subgrouping, reduction in process variability, changes in inspection process.
MIXTURES
Could subgroups be coming from two sources alternately?
Two or more different materials, operators, designs, or testers mixed in the
process, over adjustments of the process, poor sampling procedures, control of
two or more processes on the same chart
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Implementation Notes
Use Control Charts where it will be of benefit
Design the improvements and monitor their impact
over time
Train everyone on how to read control charts
Create a control plan to identify “triggers”
triggers to watch
and “responses” to implement
Beware: Graphs can be misleading
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What Is a Control Plan?

Control plans provide a written summary description of the
systems
t used
d iin minimizing
i i i i process and
d service
i variation
i ti
Control plans do not replace information contained in
detailed instructions
In a grand sense the control plan describes the actions that
are required at each phase of the process including
receiving, in-process, outgoing, and periodic requirements
to assure that all process outputs will be in a state of
control
Ultimately, the control plan is a living document reflecting
current methods of control and measurement systems used
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Control Plan Minimum Requirements

1. Identify the process that is being controlled
2. Identify measures (numbers) to be monitored
3. Identify “trigger
trigger point”
point values for each measure where
action should be taken
4 Identify action to be taken when a “trigger
4. trigger point”
point is
reached
5 Identify who is responsible for taking action when a
5.
“trigger point” is reached
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Elements of Process Control Plans

Holds the performance gains made
Assists in highlighting opportunities for further
improvement activities
Is a living document
Adjusted as conditions change and further
improvements made
Has formal provision for periodic review
Is interesting and easy to understand – use pictures
and colors
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Why Is a Process Control Plan Necessary?

Processes have a tendency to degrade over time
Also, at this stage, the process is generally moving
beyond the hands of the CPI team
Those who are responsible for continuing the process
need a clear understanding of how to implement it
consistently and steps to take if it gets out of control
The improved process needs to be communicated to
all involved p
parties through
g documentation and
training
A data collection plan is also necessary to test the
i
improvedd process andd confirm
fi that
h the
h solutions
l i are
indeed having positive impact 26
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Existing Control Documentation

Many processes already have in place what are called
"
"quality
lit plans"
l " to
t ensure each
h service
i characteristic
h t i ti or sub-
b
process stays in conformance with their overall process
You should take into consideration any existing quality
plans as part of establishing a process control system for
your project
The existing plan may include process procedures and
tolerances, as well as items to be monitored for control and
response
p plans
p in the event of a process
p breakdown. These
can inform your own control plan
Your improved sub-process may have an impact on the
quality plan,
plan so you need to include changes to it as part of
your documentation
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Process Control Plan Header

Control Plan Number (for Doc. Control)
Date revised and effective date
Contact person who “owns”
owns Control Plan
Team personnel that created Plan
Service or Product numbers/processes that Plan
applies to
Other identification notes
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Process Control Plan Body – 1

Following the layout of the new Process Map, list the
process operation
ti steps
t and
d ffor each:
h
Number of the step
N
Name off step
t ((operation
ti or action
ti tto b
be ddone))
Tools and/or guides used to assist operation
Characteristics of the process step (KPIVs)
Characteristics of the step outcomes (KPOVs)
Any special notation for a characteristic ?
(Safety or environmental issue?)
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Process Control Plan Body – 2

Proposed specs for each KPIV and KPOV including the
t l
tolerances
Evaluation or measurement technique - how to monitor the
variable meets the specification or tolerance
For each characteristic called out
Attribute or Variable
How measurement will be done (tool and SOP)
Sample size and frequency
Control/monitoring method
Reaction plan for when KPIV/KPOV goes
p g out of spec
p
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Control Plan Strategy

The intent of an effective control plan strategy is to:
Operate our processes consistently on target with
minimum variation
Minimize process tampering (over-adjustment)
(over adjustment)
Assure that the process improvements that have been
identified and implemented
p become institutionalized
Provide for adequate training in all procedures
Include required maintenance schedules
Revise Perodically
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Documenting the Control Plan

Process Current
Cpk /Date Measurement %R&R Sample Sample
Process Process Step Input Output Specification (LSL, Control Reaction Plan
(Sample Size) System %P/T Size Frequency
USL, Target) Method
For Key Process Input and Key Process Output variables, the measurement
system
y and measurement system
y capability
p y should be identified
Targets and specification limits for Key Process Input Variables and Key Process
Output variables are recorded
For inputs and outputs, the process capability should be calculated
The specifics of the sampling plan with associated reaction plan for out-of-spec
conditions should be listed
This document is an extension of the Current Controls column of the FMEA
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FMEA In Control Planning

The FMEA should be a primary source for the identification of key
variables to control and for an initial evaluation of current control plans
S O
Key Process
Process Step Potential Failure Mode Potential Failure Effects E Potential Causes C Current Controls
Input
V C
Process Current
Cpk /Date Measurement %R&R Sample Sample
Process Process Step Input Output Specification (LSL, Control Reaction Plan
(Sample Size) System %P/T Size Frequency
USL, Target) Method
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Control Plan Development

Continuous variables:
determine optimal operating
window (specifications)
Discrete/attribute
/ variables:
Process
Cpk /D
Process Process Step Input Output Specification (LSL,
(Sample
US T
USL, Target))
determine optimal setting,

procedure, material, etc.
Uncontrollable
U t ll bl noise
i
variables: determine
acceptable operating windows
f compensating
for i variables
i bl
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Control Plan Development Control Methods

For Controllable
Variables: Statistical
St ti ti l P
Process C
Control
t l
Inspection and Test Methods z Choice of control chart(s)
and sampling plan
Standard Operating Procedures
z Procedures
P o ed e fo for identif
identifying
ing
(“SOPs”), Checklists
and responding to out-of-
Mistake-proofing systems and control points and
devices undesirable trends
z Color tags z Procedures for preventing
z Single use devices recurrence of special causes
Automated process control
p
on Cpk /Da te Me a sure m e nt %R&R Curre nt Control Sa m
L, (Sa m ple Size ) Te chnique P/T Me thod S
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Control Plan Development Control Methods

For Noise (Uncontrollable
Input) Variables:
Compensate with changes to
KPIVs (based on known
relationships not tweaking or
relationships,
opinion!)
Define shutdown conditions
on Cpk /Date Measurement %R&R Current Control Sam
Use alternative quality control L, (Sample Size) Technique P/T Method S
procedures (inspection, sorting,

rework, etc.)
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Control Methods Takeaways

Changes in the process require changes to the control
method
th d
Control methods identify person responsible for
controll off each
h criticall variable
bl and
d details
d l about
b how
h
to react to out-of-control conditions (see next slide)
Control methods include a training plan and process
auditing system
Complicated methods can be referenced by document
number and location
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Reaction Plans
Holding the Gain
Monitor and respond to problems
Manage the process day-to-day
day to day
Practice continuous improvement
When
h you improve a process and d
hold the gain, it ensures your efforts
have not been in vain
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Reaction Plan and Procedures

Actions should be the
responsibility of people
closest to the process
The reaction plan can
simply refer to an SOP and
identify the person R
Current
Sample Sample
responsible for the reaction

Control Reaction Plan
Size q y
Frequency
M th d
Method
procedure
In all cases, suspect or
nonconforming service must
be clearly identified and
quarantined
Can be built from the FMEA
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Building a Reaction Plan

1.Examine Each Key Step in the Process
Entire SIPOC
2.Apply Preventive Planning

What could go wrong?
How would we respond – contingency?
Who would be responsible?
3.Set “Trigger” Measures

What
Wh would ld warrant response??
4.Document the Plan

Key ingredient for Process Management
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Examples of Reaction Plans

Adjust the machine and recheck
Separate service and quarantine
Return to supplier / previous process step
Notify supervisor
Resource shift
NOTE: Area personnel will typically have a list of items to

check when a characteristic wanders out of control
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Reaction Types
Compensate
This type of control involves making a process adjustment to bring the
variable back into control without identifying or correcting the factor
aches
which caused the situation

oved
Correct
Approa
Impro
In this type of control action, the cause of the variation is identified and
corrected temporarily. The problem may reappear soon.
Prevent
A
In this type of action, the cause of the variation is identified and

permanently corrected. The cause will not happen again or at least will
not occur as often.
Typically, unsuccessful control programs utilize only compensating

actions. Focus control plan response on preventative action. Examples
i l d roott cause analysis,
include l i personnell training,
t i i preventative
t ti
maintenance, controller tuning and replacing defective equipment.
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How to Take Preventative Action

When an undocumented out-of-control condition occurs, a cross-
functional team consisting mainly of area personnel
personnel, process
engineers, and supervisors identify the variable to be controlled
and follow these steps:
1. Prepare or update a process flow diagram of the system
2. A cause/effect (fishbone) diagram is prepared illustrating
possible causes of variation in the process
Four basic areas to center on are: manpower, materials, methods, and
machinery
3. The team selects the most likely causes from the list
3
4. Starting with the most likely causes, root causes of the
variation are identified. Ask “WHY?” five times!
Find root causes, not likely causes!

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How to Take Preventative Action (Cont.)

5. Prepare a Reaction Plan for each out-of-control condition
Causes
C are placed
l d in
i the
th order
d that
th t they
th should
h ld be
b checked,
h k d the
th mostt likely
lik l
or easiest to check first
The team determines compensating actions to take should no cause be
identified
6. The Reaction Plan is reviewed by the team and the process

experts for modifications. The team determines how the plan
will be documented and how to train the work force
7. Corrective action (permanent ones!) assignments are made and
followed up to prevent recurrence!
8. Define a plan to collect data on how often the reaction plan is
used and how well it works. Review results q quarterlyy
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Trouble Shooting
A control plan is a logical, systematic approach for
fi di and
finding d correcting
ti roott causes off out-of-control
t f t l
conditions, and will be a valuable tool for process
improvement
A key advantage of the reaction plan form is its use
as a troubleshooting guide for area personnel
A systematic guide of what to look for during upset
conditions is valuable on its own
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R&R Leave Program Example

PROJECT NAME DIVISION DIVISION CHIEF DATE
USCENTCOM R&R Leave Program Human Relations Readiness Division, HRPD COL Donna Alberto 3/31/2007
BRANCH CHIEF PROCESS OWNERS RESPONSIBLE CONTROL MANAGER
LTC Frazlier Pope Army G-1, USCENTCOM, CFLCC, TRANSCOM Stewart Goesch MONTHLY REPORT
Applicable Control Charts and Metrics

Control
Responsible Upper Lower
Action Control Action Target
Individual Freq. Process Step Control Control Current Reaction Plan
Number Value
Limit Limit
LTC Rivera; LTC Project PAX 90,
100% If pax projection accuracy drops below 85%, CFLCC will
1 PAX Projections Coperhaven; LTC Daily/Monthly 60, 30, 6 days and
Accurate
100% 85% 88% automatically reduce PAX estimates by 5-10%
5 10%
K
Knott 48 h
hrs out
Mike Phillips If pax seat fill accuracy drops below 85% (e.g. over
(with Dave Order 100% 15% excess seats continuously ordered), G-1 will
2 Aircraft/Seat Orders
Hamilton & LTC
Daily/Monthly
Seats/Aircraft Accurate
100% 85% 92% automatically reduce PAX seat estimates forwarded to
Knott) AMC by 5-10%
If Fill Rate drops below 65%, recommend switch to 2-1-
3 Fill Rate Stewart Goesch Daily/Monthly Monitor Fill Rate 80% 75% 65% 64% 2-1 for 17-30 days and then monitor for improvements
If Number of Unfilled Seats reaches 3811, recommend
Monitor Unfilled
4 Unfilled Seats Stewart Goesch Daily/Monthly
Seats
2,500/Mo 4,000/Mo 0 3,811 switch to 2-1-2-1 for 17-30 days and then monitor for
improvements
If Avg Cost Per PAX exceeds $2,500 and we are
ordering 2 aircraft, switch to 2-1-2-1 for 17-30 days and
Monitor Cost Per then monitor for improvements; if we are ordering one
5 Average Cost Per PAX Stewart Goesch Daily/Monthly
PAX
$1,894 $2,500 $1,515 $2,609 aircraft, and the total numbers are less than 100,
attempt to sell back mission and utilize commercial air
$1554/PAX
If holdover count exceeds 0, first utilize extra seats on
Mike Phillips (with 50 aircraft $178/PAX, then consider utilization up to 100
6 Holdovers Dave Hamilton & LTC Daily/Monthly Monitor Holdovers 0
(24-48 hrs)
0 55 seats commercial, then holdover for 24 hrs, and fly out
Knott)
FIFO on very next mission
Mike Phillips (with Order Second If substained pax average projected over 370 PAX /day,
7 Second Aircraft Orders Dave Hamilton & LTC Daily/Monthly
Aircraft
355 370 330 222 g second aircraft
consider ordering
Knott)
Mike Phillips (with Attempt sell back-any msn with less than 50 PAX
8 Aircraft Sell Backs Dave Hamilton & LTC Daily/Monthly Sell Back Aircraft 355 50 0 75 projected
Knott)
9 PAX Flown LTC Knott Daily/Monthly PAX Flown N/A N/A N/A 10,300 N/A
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Questions for Control Plan Evaluation

Key Process Input Variables (KPIVs):
How are th
H they monitored?
it d?
How often are they verified?
Are optimum target values and specifications known?
How much variation is there around the target value?
What causes the variation in the KPIV?
How often is the KPIV out of control?
Which KPIVs should have control charts?
Uncontrollable (Noise) Inputs

What are they?
Are they impossible or impractical to control?
Do we know how to compensate for changes in them?
How
H robust
b t iis th
the system
t tto N
Noise?
i ?
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Standard Operating Procedures
Do th
D they exist?
i t?
Are they simple and understood?
Are they being followed?
Are they current?
Is personnel training performed and documented?
Is there a process audit schedule?
Maintenance Procedures
Have critical components been identified?
Does the schedule specify who
who, what & when?
Where are the manufacturer’s instructions?
Do we have a trouble shooting guide?
Wh t are the
What th training
t i i requirements
i t for
f maintenance?
i t ?
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What special equipment is needed for measurement? What is
the measurement capability?
Who does the measurement? How often is a measurement
taken? How are routine data recorded?
Who plots the control chart (if one is used) and interprets the
information?
What key procedures are required to maintain control?
What is done with a service or product that is off spec?
How is the process routinely audited?
Who makes the audit? How often? How is it recorded?
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Control Plan Check List

Process maps detail process steps, Sampling, inspection and testing
information flow and important plans include how often, where and
variables to who results reported
Key service variables identified with Operating procedures identify
importance to customer, desired actions, responsibilities, maintenance
target value and specification range schedules and service segregation
defined requirements
Long and short term capability trend Training materials describe all
charts track variation reduction aspects of process operation
progress and responsibilities
Key and critical input variables Mil/spec documentation
identified with targets, statistically standards met, if required
determined control limits & control Process improvement efforts fully
strategies defined documented and available for
Reaction plan in place for out-of-
out of reference
spec processes Control plan is reviewed and
Measurement systems are capable updated quarterly and resides in the
with calibration requirements operating area
specified
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Control Plan Roadmap Review

1. Collect existing documentation for 7. Pay particular attention to
process adequacy of training, maintenance,
operating and reaction plans
2. Determine scope of process for
current control plan 8. Assign tasks to team members to
p
complete missingg plan
p elements
3 Fo
3. Form
m teams to update
pdate
documentation more than one 9. Verify compliance with area
quarter old documentation requirements
4 Short term capability studies should
4. 10 (Re)train personnel
10.
be replaced with long term
11. Collect sign-off signatures from
capability results
safety & environmental,
5 Fill in Control Plan Summary based
5. maintenance operations and
maintenance,
on review of updated process engineering
documentation
12. Verify control plan effectiveness in
6 Identify missing or inadequate
6. six months with long term
components — gaps capability study
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Exercise: Control Plan for GGA Budget

Draft a sample “Control” system, as follows:
a.Select two measures to monitor the GGA budget
process; note if Input, Process or Output measures
b For each measure
b.For measure, define a “trigger”
trigger point
c. Identify short-term responses to problems; note
responsibility
p y
d.Describe response to serious, persistent problems
Prepare
p to share ideas with the group
g p
20 Minutes
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Process Control Plan Template
PROJECT NAME DIVISION DIVISION CHIEF DATE

LD09014 Improve Tollgate Templates LSS PMO LTC Garrett Heath 12/18/2007
BRANCH CHIEF PROCESS OWNERS RESPONSIBLE CONTROL MANAGER
Applicable Control Charts and Metrics

Control
Responsible Upper Lower
Action Control Action Target
Individual Freq. Process Step Control Control Current Reaction Plan
Number Value
Limit Limit
If process cycle time for updating templates rises
1 Process Cycle Time Green Belt Quarterly Updating Tollgates 4 Min 5 Min N/A
4 Min, 40 above 8 minutes, PMO will re-examine process to
Sec identify constraints.
Conduct VOC Survey to
100% PMO willl adjust tollgate templates to address issues
2 address issues in FMEA Green Belt Quarterly
Satisfaction
100% 85% N/A raised by VOC.
(Improve Phase) Tollgate Templates
Conduct VOC Survey to
Access to Tools 100% PMO will adjust
j tools and references access to
3 address
dd issues
i in
i FMEA G
Green Belt
B lt Q t l
Quarterly
and References Satisfaction
100% 85% N/A issues raised by VOC.
(Improve Phase)
- Example -
Required Deliverable 53
UNCLASSIFIED / FOUO
UNCLASSIFIED / FOUO
National Guard
Black Belt Training
SOP and Documentation
UNCLASSIFIED / FOUO
UNCLASSIFIED / FOUO
Selecting What to Document

Activities critical to customer satisfaction
Processes/tasks that involve many people
Especially changing team players, multiple functions
Complex
Comple activities
acti ities
Areas where “history” is important
Will we need to refer to what we’ve
we ve done or how we did this later?
(Examples: DMAIC project tracking and documentation)
Legal and audit requirements

Examples:
l Hiring process; financial
f l procedures
d
Where flexibility is essential
55
UNCLASSIFIED / FOUO
Documentation Hints
Language
Write at a level appropriate to the user
Watch for jargon or techno-ese
Spell out acronyms, abbreviations and symbols the first time they
are used
Be aware of multi-cultural influences
Be clear, concise, and specific
Make sure to quantify
Include process standards
Key measures,
measures customer requirements
Provide reference sources
A name and pphone number,, e-mail address,, etc.
Add cross references when/where applicable
56
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Documentation Hints (Cont.)

Use graphics when/where applicable
I
Incorporate
t process maps or examples
l off fforms
Test and validate documentation
You may want to ask an objective party
Make it accessible and flexible
On line, hard copy or both
On-line,
Someone should “own” documentation
Have an update and improvement mechanism
B aware off audit
Be dit considerations
id ti
Use documentation to train others
Say
S what
h you do,
d but
b do
d what
h you say!!
57
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Documentation Exercise – What Went Wrong?

Three children are told by their parents they can play
after dinner outside.
outside Their only instructions were “Be
Be
home before dark.” One returns at 7:15, one returns
at 8:15 and the third returns at 9:15. Why did the
secondd and
d third
h d get punished?
h d?
Three new employees are hired to three “Cookie”
stores same company
stores, company, different locations
locations. One is
told to follow the instructions to mix dough based on
the instructions in the drawer under the counter, one
is told to follow the instructions posted on the wall,
the third is instructed to follow directions on the box.
Onlyy one
O o e batch
batc cacamee out co
correctly.
ect y What at happened?
appe ed
58
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Project Documentation Package

Trouble Shooting Guides Process Maps
Reaction Plans FMEAs
Training Measurement Systems

Analysis
Maintenance Schedules
Project Scope
SOPs
Customers
Capability Analysis
Project
j Summaryy
59
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CNX Variables of Cause and Effect

Divide Cause and Effect Inputs into three groups:
C (Controllable) -Is this something you can control?
Examples may be a staffing, new hires, telemarketing
scripts speed of delivery vehicle or delivery routes
scripts,
N (Noise) -Contributors to the problem that we cannot
control (examples may be weather effects, time a
customer calls in an order, traffic problems,
X-A variable we may have experimented with already
For Standard Operating Procedures (SOPs), focus on
the “C” variables
60
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Do We Have SOPs?
List “C” variables and prioritize
Determine if a procedure is in place for each. If yes,

then get a copy for the team and include with the
Control Plan
If none in place, the team needs to develop this
61
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What Is an SOP???
An SOP is specific instructions that detail the task or
activity
ti it that
th t needs
d tto ttake
k place
l eachh ti
time th
the action
ti
in performed. This is to ensure the task is done the
same way each time
It details activities so that a person new to the
position will perform the task the same way as
someone whose been in the job for a longer time
It ensures that task is performed the same way on an
ongoing basis
62
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Steps to Write an SOP

Brainstorm with team to identify all of the steps required to
carry outt a ttaskk or activity.
ti it IInclude
l d iindividuals
di id l that
th t may
not be on team, but are expected to carry out this task
after project is completed. Remember, this helps with buy-
in later
Organize these activities into the proper time sequence and
confirm
f with
h team and d outside
d group
Write the SOP to include additional requirements that
needed to be explained to get a uniform output each time
Review draft with team/group
Meet with Process Owners and secure necessary approvals
63
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Documentation/SOP Exercise
Objective: Understand the purpose and application of
d
documentation
t ti b
by d
documenting
ti your best
b t helicopter
h li t
design
“Design”
Design and build the helicopter (done)
Document how to build the helicopter (15 minutes)
Exchange instructions with another group and build
their helicopter (5 minutes)
Compare the actual helicopters
Be prepared to discuss your findings with the class
64
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Revision Planning
Identify criteria for revision
Unde what
Under hat ci
circumstances
c mstances is revision
e ision likel
likely to be needed?
Determine who is responsible
Process
ocess o
owner
e sshould
ou d o
oversee
e see (at least)
east)
Responsible person(s) should have process knowledge
Plan the changes
Impacts on the process, customers, team players, materials,
systems (Tool: “future-focused” cause and effect analysis)
Actions needed to accommodate change: New documents,
measures, training, etc.
Implement the changes
Responsibility and timing!
Validate SOP and Process Map align.
65
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Revising Documentation
Establish identification and revision codes
Examples: 5.0, 5.1, 5.15, 5.2 etc.
Decide what to replace
Whole items (all of a training manual, an entire
document of procedures, etc.)
O one page at a time
Or, i
Establish a system for distribution
Who needs to know?
What media will inform them?
66
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Institutionalization
Cultural attitudes and beliefs
Systems and structures
HR policies
Management Information Systems
Training, etc.
Fundamental changes in daily behavior, attitude

and practice make the change “permanent”
67
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Standard Operating Procedures Tips

Establish in conjunction with the control plan
Use illustrations
Use flow diagrams
Use work instructions that really work
Use reaction plans that really work
Focus on the quality of documentation, not the quantity
Use workers to help with the instruction
Clearly lay out authorities, roles, and responsibilities
68
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Continuous Improvement
Putting the new process in

place is not a “one time” activity
Achieving – and sustaining – our
vision requires evaluating and
i
improving
i our processes on an
ongoing basis
MOTTO:
We
e can
ca always
a ays do bette
better!
69
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SOP and Training Plan Template

SOPs Requiring Revision
- Example -
SOPs Requiring Revision Responsible Status
FY09 SOP Update Lead: Branch Chief, Completed
1 Oct 08 – 28 Feb 09 AO: Team Lead
Next SOP Update schedule Lead: TSC Chief, Complete before FY10 NSPS
1 Sep 09 – 30 Sep 10 AO: Team Lead Cycle
Next SOP Update schedule Lead: TSC Chief, Complete before FY11 NSPS
1 Sep 09 – 30 Sep 10 AO: Team Lead Cycle
Required Training
Required
q Training
g Responsible
p Status
Office Professional Each Team Members are OPD Training Schedule plan
Development encouraged to provide OPD is asked to be updated to
team members.
IIndividual
di id l PProfessional
f i l Branch
B h Chi
Chieff and
dTTeam Susp Date:
S D t Branch
B h Chi
Chieff and
d
Development Plan members Team member discuss and
finalize by 1 May 09
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UNCLASSIFIED / FOUO
Visual Process Control Tools Template

• SOP is posted computer desktop for easy reference access.
• Mistake proofing system in place - copy of DD214 w/checklist is
posted on the counselor’s desk - Example -
Sample DD 214
w/ checklist
Recommended 71
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UNCLASSIFIED / FOUO
Mistake Proofing (Poke Yoke) Template

- Example -
Solution: Make use of existing bar codes on shipping paperwork to

mistake proof receiving function
function.
Validate with suppliers (shipping company) that all shipping containers will
have barcode label ($0)
Purchase RF (wireless) bar coding equipment and software ($100/gun * 20
guns)
Train all longshoreman on use and care of equipment ($50/hr * 20 hrs)
Install error metrics for error tracking ($100)
Recommended
72
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UNCLASSIFIED / FOUO
Future State Process Map Template

“As Is” Process
To Be Process
- Example -
UNCLASSIFIED / FOUO
UNCLASSIFIED / FOUO
Control Chart Exercise

Did the Process Improve?
74
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UNCLASSIFIED / FOUO
Exercise: What Does the Data Say?
• Each of the following 10 examples contain

presentations of data “before” and “after”
an improvement project was conducted
• For each example, answer the question:

Did the p
process improve?
p
• You may answer …
YES NO or CAN’T TELL
YES,
75
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UNCLASSIFIED / FOUO
Example
p 1
Example 1: Monthly rejects before and after an improvement project
M thl Rejected
Monthly R j t d Units
U it
Before After
2000
1800
1600
ejected Units
1400
1200
Number of Re
1000
800
600
400
200
0
JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC JAN FEB
Month
76
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UNCLASSIFIED / FOUO
Example
p 2
Example 2: Adhesion strength in Newtons before and
after an improvement project
(Larger values are better.)
175 165.8
150 140.6
125
100
Newtons
75
50
25
0
Before After
77
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UNCLASSIFIED / FOUO
Example
p 3
Example 3: Defects before and after an improvement project
Pareto Chart Before and After Project
B D C A E Other
900 Before After

p Chart - Defect B
800
Before After
700
0.10
600
Frequency
0.09
500
0.08
400
0.07
oportion
300
0.06
200
0 05
0.05
Pro
100 UCL=0.04694
0.04
0 _
B D C A E Other 0.03 P=0.03028
Defect Type
0.02
LCL=0.01362
0.01
2 4 6 8 10 12 14 16 18 20 22 24
Sample
S l
78
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UNCLASSIFIED / FOUO
Example 4
Example 4: Labor Cost before and after an improvement project
Average Salary & Fringes per Employee – Technical Group

Before After
A verage Salary & Fringes
6500
6000
UCL=5601
5500
_
X=5206
5000
LCL=4812
Feb-02 Apr-02 Jun-02 Aug-02 Oct-02 Dec-02 Feb-03 Apr-03 Jun-03 Aug-03 Oct-03 Dec-03
Month
Before After
800
Moving Range
e
600
UCL=484.7
400
200 __
MR=148.4
0 LCL=0
Month
79
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UNCLASSIFIED / FOUO
Example
p 5
Contract Preparation Time - Deviation from Target
Example 5: Contract
Deviation fr om T ar get (M inutes)
100
U C L=83.6
50 Before After Preparation Time –

0
_
X=13.7 D i ti ffrom T
Deviation Targett
-50
LC L=-56.1
5 10 15 20 25 30 35 40 45 50
C ontr act Number Same data, with control limits
80
U C L=85.82 computed separately for
“Before” and “After” data.
M oving Range
60
40
__
M R=26.27
20 Contract Preparation Time - Deviation from Target
nutes)
Before A fter
0 LC L=0
100
Deviation fr om T ar get ( M in
5 10 15 20 25 30 35 40 45 50
C ontr act Number U C L=59.5
50
_
Contracts are rated according to complexity. 0 X=-1.0
A contract rated “A” is the least complex, “B” is -50

LC L=-61.4
moderately complex and “C” is most complex. 5 10 15 20 25 30 35 40 45 50
C ontr act Number
A target preparation time is established for each type of Before A fter

contract. The deviation from the target is measured and 100
charted in these graphs. 75 U C L=74.3

M oving Range
The first 26 points show baseline (contract preparation 50
time before the improvement project was conducted). 25

__
M R=22.7
0 LC L=0
5 10 15 20 25 30 35 40 45 50
C ontr act Number
80
UNCLASSIFIED / FOUO
UNCLASSIFIED / FOUO
Example
p 6
Example 6: Rejected Units before and after an improvement project
P chart: No. of Rejected Units per No. shipped
UCL=0.027143
0.027 Before
After
e
0.026
ejected
_
0 025
0.025
Proportion Re
P=0.024905
0.024
P
0.023
LCL=0.022667
0.022
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb
Month
81
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UNCLASSIFIED / FOUO
Example
p 7
Example 7: Bond Strength before and after an improvement project
B d St
Bond Strength
th in
i NNewtons
t
300 UCL=294.6
Individual Value (N)
Before After
200
_
X=147.2
X=147 2
100
0 LCL=-0.3
1 2 3 4 5 6 7 8 9 10 11 12 13 14
Sample Number
200
UCL=181.2
Moving Ran ge (N)
150
100
__
50 MR=55.4
0 LCL=0
1 2 3 4 5 6 7 8 9 10 11 12 13 14
Sample Number
82
UNCLASSIFIED / FOUO
UNCLASSIFIED / FOUO
Example
p 8
Example 8: Defects per Unit before and after an improvement project
U Chart of Defects - Before and After Project

0.16
Before After
UCL=0 15252
UCL=0.15252
0.15
0.14
Unit
0.13
Defects Per U
_
0.12 U=0.11898
0.11
D
0.10
0.09
LCL=0.08544
0.08
2 4 6 8 10 12 14 16 18 20 22 24
Sample
83
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UNCLASSIFIED / FOUO
Example
p 9
Example 9: Total Cost before and after an improvement project
Total Monthly Cost - Product Development

Before After
700000
U C L=686558
Value
Individual V
650000
_
X=632876
600000
LC
C L=579195
5 9 95
F eb-02 A pr-02 Jun-02 A ug-02 O ct-02 D ec-02 F eb-03 A pr-03 Jun-03 A ug-03 O ct-03 D ec-03
M onth
Before After
U C L=65948
60000
Moving Range
45000
30000
__
M R=20184
15000
0 LC L=0
F eb-02 A pr-02 Jun-02 A ug-02 O ct-02 D ec-02 F eb-03 A pr-03 Jun-03 A ug-03 O ct-03 D ec-03
M onth
84
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UNCLASSIFIED / FOUO
Example 10
Example 10: Cycle Time
ue (Minutes)
UCL=724.9
700 Before After
650
_
600 X=607 3
X=607.3
Individual Valu
550
500
LCL=489.6
5 10 15 20 25 30 35 40 45 50
Item Number
160
UCL=144.6
120
ange
Moving Ra
80
__
40 MR=44.2
0 LCL=0
5 10 15 20 25 30 35 40 45 50
Item Number
85
UNCLASSIFIED / FOUO
UNCLASSIFIED / FOUO
Solutions
86
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UNCLASSIFIED / FOUO
Example
p 1 Solution
Example 1: Monthly rejects before and after an improvement project
Monthly Rejected Units

Before After
2000
1800
1600
Number of Rejectted Units
1400
1200
1000
800
600
400
200
0
Month
87
UNCLASSIFIED / FOUO
UNCLASSIFIED / FOUO
Example 1 and 6 Solution

Example 1: Monthly Rejected Units
Before
Units
After
Monthly rejects before 2000
ber of Rejected U
1800
and after an 1600
improvement project 1400
1200
1000
800
Numb
Same data!
600
400
200
0
Month
Example
E l 6
6:
P chart: No. of Rejected Units per No. shipped
Rejected Units UCL=0.027143
0.027
before and after Before
After
0.026
Proportion Rejectted
an improvement _
0.025 P=0.024905
project
0.024
0.023
LCL=0 022667
LCL=0.022667
0.022
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb
Month
88
UNCLASSIFIED / FOUO
UNCLASSIFIED / FOUO
Example 2 Solution
Example 2: Adhesion strength before and after an improvement project
(Larger values are better.)
175 165.8
150 140.6
125
100
Newtons
75
50
25
0
Before After
89
UNCLASSIFIED / FOUO
UNCLASSIFIED / FOUO
Example
p 2 and 7 Solution
Example 2: Adhesion Strength in Newtons
175 165.8
Headliner fabric adhesion
ons
150 140.6
Newto
125
b f
before and
d after
ft an 100
(Larger values are better). 50
25
0
Before After
Same data! Bond Strength in Newtons
300 UCL 294 6

UCL=294.6
Individual Value (N))
Example 7: 200
Before After
_
X=147.2
Bond Strength 100
before and after an 0 LCL=-0.3

1 2 3 4 5 6 7 8 9 10 11 12 13 14
improvement project. Sample Number
200
g Range (N)
UCL=181.2
150
100
__
Moving
50 MR=55.4
0 LCL=0
1 2 3 4 5 6 7 8 9 10 11 12 13 14
Sample Number
90
UNCLASSIFIED / FOUO
UNCLASSIFIED / FOUO
Example 3 Solution
Pareto Chart Before and After Project Example 3: Defects before and
B D C A E Other after an improvement project
900 Before After
800
700
600
uency
500
Frequ
p Chart - Defect B
400
Before After
300
0.10
200
0.09
100
0.08
0
B D C A E Other
O h 0.07
Proportion
Defect Type
0.06
0.05
UCL=0.04694
0.04
_
0.03 P=0.03028
0 02
0.02
LCL=0.01362
0.01
2 4 6 8 10 12 14 16 18 20 22 24
Sample
91
UNCLASSIFIED / FOUO
UNCLASSIFIED / FOUO
Example
p 3 and 8 Solution
P a r e t o C h a r t B e f o r e a n d A f t e r P r o je c t
Example 3: 900 Be fo r e
B
A f te r
D C A E O th e r
800
Defects before 700

600
Frequency
500
and after an 400

300
200
100
improvement 0
B D C A E O th e r
D e fe c t Ty p e
project
j t 0.10
Before
p Chart - Defect B
After
0.09
0.08
0.07
Proportion
Same data! 0.06
0.05
0.04
0.03
UCL=0.04694
_
P=0.03028
0.02
LCL=0.01362
0.01
2 4 6 8 10 12 14 16 18 20 22 24
Sample
Example 8: 0.16
U Chart of Defects - Before and After Project
Before After
Defects per Unit 0.15
UCL=0.15252
before and after 0.14

Defects Per Unit
0.13
an improvement 0.12
_
U=0.11898
project 0.11
0.10
0.09
LCL=0.08544
0.08
2 4 6 8 10 12 14 16 18 20 22 24
Sample
92
UNCLASSIFIED / FOUO
UNCLASSIFIED / FOUO
Example
p 4 Solution
Example 4: Labor Cost before and after an improvement project
Average
g Labor Cost p
per Employee
p y – Technical Group
p
Before After
A verage Salary & Fringes
6500
6000
UCL=5601
5500
_
X=5206
5000
LCL=4812
Month
Before After
800
g Range
600
UCL=484.7
400
Moving
200 __
MR=148.4
0 LCL=0
Month
93
UNCLASSIFIED / FOUO
UNCLASSIFIED / FOUO
Example
p 4 and 9 Solution
Average Labor Cost per Employee – Technical Group
Example 4: Labor Before After
ary & Fringes

6500
Cost before and after 6000
Average Sala
UCL=5601
5500
_
an improvement 5000
X=5206
LCL=4812
project Month
Before After
800
nge
600
Moving Ran
Same 400
200
UCL=484.7
__
MR=148.4
Process! 0
Month
LCL=0
(Data set #4 is subset Total Monthly Cost - Product Development

of data set #9). 700000
Before After
U C L=686558
Individual V alue
650000
_
X=632876
Example 9: Total Cost 600000
b f
before and
d after
f an F eb-02 A pr-02 Jun-02 A ug-02 O ct-02 Dec-02 F eb-03
Month
A pr-03 Jun-03 A ug-03 O ct-03 D ec-03
LC L=579195

Before After
U C L=65948
ng Range
45000
30000
M ovin
__
M R=20184
15000
0 LC L=0
F eb-02 A pr-02 Jun-02 A ug-02 O ct-02 Dec-02 F eb-03 A pr-03 Jun-03 A ug-03 O ct-03 D ec-03
Month
94
UNCLASSIFIED / FOUO
UNCLASSIFIED / FOUO
Example
p 5 Solution
Deviation fr om T ar get (M inutes)
100
U C L=83.6 Example 5: Contract
50 Before After
0
_
X=13.7 Preparation Time –
-50
LC L=-56.1
Deviation from Target
5 10 15 20 25 30 35 40 45 50
C ontr act Number Same data, with control limits
80
U C L=85.82 computed separately for
“Before” and “After” data.
M oving Range
60
40
__
M R=26.27 Contract Preparation Time - Deviation from Target
20
Deviation fr om T ar get ( M inutes)

Before A fter
0 LC L=0 100
5 10 15 20 25 30 35 40 45 50 U C L=59.5
C ontr act Number 50
_
0 X=-1.0
Contracts are rated according to complexity.
-50
LC L=-61.4
A contract rated “A” is the least complex, “B” is moderately
5 10 15 20 25 30 35 40 45 50
complex and “C” is most complex. C ontr act Number
A target preparation time is established for each type of 100

Before A fter
contract. The deviation from the target is measured and

75 U C L=74.3
M oving Range
charted in these graphs.

50
The first 26 points show baseline (contract preparation __
25
time before the improvement project was conducted). M R=22.7
0 LC L=0
5 10 15 20 25 30 35 40 45 50
C ontr act Number
95
UNCLASSIFIED / FOUO
UNCLASSIFIED / FOUO
Example
p 5 and 10 Solution
Deviation f r om T ar get (Minutes)

100
U C L=83.6
50
Before After _
X=13.7
0
-50
LC L=-56.1
Example 5: 5 10 15 20 25 30
C ontr act Number
35 40 45 50
U C L=85.82
80 Contract Preparation Time - Deviation from Target
Contract
on fr om T ar get (Minutes)
Moving Range
Before A fter
60
100
40
__ U C L=59.5
50
M R=26.27
Preparation Time 20
5 10 15 20 25 30 35 40 45 50
LC L=0
0
-50
50
_
X=-1.0
Deviatio
LC L=-61.4
C ontr act Number
– Deviation from 100

Before
5 10 15 20 25 30
C ontr act Number
A fter
35 40 45 50
Target 75 U C L=74.3
Moving Range
50
__
25 M R=22.7
0 LC L=0
5 10 15 20 25 30 35 40 45 50
es)
C ontr act Number

vidual Value (Minute
Same data! 700

UCL=724.9
650 Before After

_
600 X=607.3
550
500
Indiv
Example
E l 10
10: 5 10 15 20 25 30 35 40 45 50
LCL=489.6
Item Number
Cycle Time 160
UCL=144.6
120
oving Range
80
__
Mo
40 MR=44.2
0 LCL=0
5 10 15 20 25 30 35 40 45 50
Item Number
96
UNCLASSIFIED / FOUO
UNCLASSIFIED / FOUO
Control Chart tips

p
Binomial data needs to be reported and charted with sample size.
Example: Number of rejects out of number shipped
Items cannot be compared to each other by merely looking at bar graphs
of averages (bar graph = bad; control chart = good).
To measure process improvement, look at impact on the process in total
(total number of defects, total cost, etc.).
Some process changes merely move defect type or cost into
another form.
Measure and chart the “actual thing”!
To measure process improvement,
Avoid ratios and other computed values such as “average cost
per employee”. What matters is impact on total actual cost.
Avoid charting deviation from nominal
nominal, forecast
forecast, budget
budget, etc
etc.
97
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UNCLASSIFIED / FOUO
The only thing worse than no

data is misleading data.
98
UNCLASSIFIED / FOUO
UNCLASSIFIED / FOUO
Takeaways
Now you should be able to
Explain the importance of Control Plans to a CPI
project
Explain the importance of Control Plans to process
management
Given a process, develop
Gi d l a control
t l plan
l for
f that
th t
process
Explain the impact of SOPs on the process
improvement
Describe how to develop an SOP in a project
99
UNCLASSIFIED / FOUO
What other comments or questions

q
do you have?
100
UNCLASSIFIED / FOUO
UNCLASSIFIED / FOUO
References
Advanced Product Quality Planning from the
A t
Automotive
ti Industry
I d t AAction
ti Group
G (AIAG)
(AIAG),
www.aiag.org
Pyzdek,
d k Thomas,
h The
h Complete
C l Guide
G d to Six
S Sigma
S ,
Quality Publishing, Tucson, Arizona, 1999
101

Module 53. Process Control

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Define Measure Analyze Improve Control

Control Phase Tasks

4. Process Documentation and Standard Operating Procedures

Measurement System Analysis

Determine Process Capability

Cultural Issues and Control

Exercise: Cultural Issues

__________________ Project Implementation and Control

Driving Forces Restraining Forces

Maintaining the Improvement

Review of Control Charts

Steps to Create Control Charts

Creating Control Charts

ATTRIBUTE type CONTINUOUS

subgroup size 1 2-7 8+

Number of Incidences Number of Proportion Choose Appropriate

Input vs. Output Measures

Control Chart Advantages

 Systematic and efficient method for turning data into

Show Control Chart Stages

P Chart of Bad by Stage

Select stages under Options button in Minitab

Watch for Patterns

Watch for Patterns

Beware: Graphs can be misleading

What Is a Control Plan?

Control Plan Minimum Requirements

Elements of Process Control Plans

Why Is a Process Control Plan Necessary?

Existing Control Documentation

Process Control Plan Header

Process Control Plan Body – 1

Process Control Plan Body – 2

Control Plan Strategy

Documenting the Control Plan

FMEA In Control Planning

Control Plan Development

determine optimal setting,

Control Plan Development Control Methods

Control Plan Development Control Methods

 Use alternative quality control L, (Sample Size) Technique P/T Method S

procedures (inspection, sorting,

Control Methods Takeaways

Reaction Plan and Procedures

responsible for the reaction

Building a Reaction Plan

2.Apply Preventive Planning

3.Set “Trigger” Measures

4.Document the Plan

Examples of Reaction Plans

NOTE: Area personnel will typically have a list of items to

which caused the situation

 In this type of action, the cause of the variation is identified and

Typically, unsuccessful control programs utilize only compensating

How to Take Preventative Action

Find root causes, not likely causes!

How to Take Preventative Action (Cont.)

6. The Reaction Plan is reviewed by the team and the process

Systematic and efficient method for turning data into

Use alternative quality control L, (Sample Size) Technique P/T Method S

In this type of action, the cause of the variation is identified and

Uncontrollable (Noise) Inputs

Legal and audit requirements

Where flexibility is essential

Training Measurement Systems

Determine if a procedure is in place for each. If yes,

If none in place, the team needs to develop this

Solution: Make use of existing bar codes on shipping paperwork to

A contract rated “A” is the least complex, “B” is -50

A target preparation time is established for each type of Before A fter

The first 26 points show baseline (contract preparation 50

A target preparation time is established for each type of 100