Here is the Six sigma training material part 7, presented by Skillogic Knowledge Solutions. If you are looking for Lean + Six Sigma training in Bangalore / Bengaluru, Visit Skillogic and schedule you classroom training.

1. Lean Six Sigma – Green Belt Workshop
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Part 7

2. 2
When is FMEA useful?
Evaluate and control potential risk associated with product, systems in there design phase
Evaluate potential risk when existing systems, processes or products are changed
Proactive tool to evaluate and contain risk associated with any process or change in the process.
FMEA can be used at different phases for different purpose.
Measure – CTQ’s identification
Improve – Risk analysis on solution
Control – To develop process control plan
4 Types of Risk Management System:
Reduce
Transfer
Avoid
Accept
Define
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3. 3
Preparing a FMEA
Identify process and map the process.
Identify input and output of the process
Understand the effect of inputs (process variables) on output of the process
Rank inputs according to importance
List ways in which inputs can vary and the associated failure modes and effects on outputs
Assign severity, occurrence and detection to each of the items and calculate risk priority number
Prioritize causes with high RPN and develop control plan to minimize risk
FMEA:
•Is a team exercise
•Living document and should be updated regularly to evaluate risk and make control plans
Define
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4. Failure Mode
 Way in which a process can fail to meet expectation
 Any fluctuation which can cause break down in process
 Any fluctuation in process variable which can result in defect or non conformance
Potential Cause
 A deficiency leading to a Failure Mode
 Any source of variation in inputs or process variables
Potential Effect
 The impact on customer if the failure mode in not contained or avoided
 Customer could be internal or external. The impact could be on the business or
employees also (which is internal customer)
Preparing a FMEA
Define
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5. Identifying cause
Causes can be identified using:
Brainstorming
Cause and effect diagram
 Ask the question - “What can cause process to fail or what can cause a failure
to impact the customer?”
Rating and RPN
Severity:- How severe is the impact of failure mode on customer?
Occurrence :- How frequent the cause leading to failure mode can occur?
Detection :- What is the possibility of detecting the failure mode if it occurs?
Risk Priority Number
RPN signifies the amount of risk associated with failure mode
RPN = Severance * Occurrence * Detection
Define
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6. 6
How does it look?
Topics
Selecting CTQ Characteristics
Process mapping
CTQ Drill down tree
QFD
FMEA
 Performance Standards
Define
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7. Performance Standard
A Performance Standard defines
 The customer want
 Clearly whether a process is performing well or not
E.g. loan approval within 24 hours, first call resolution
A Performance Standard translates the “Voice of Customer” a measurable metric.
Elements -CTQ performance standard:
Measure
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8. Operational Definition
A precise description that clarifies:
What the CTQ is
 And how to measure it.
Why do we need to have operational definitions?
It removes ambiguity in understanding between team members
 It clearly defines a “standard” way to measure a CTQ
 Ensure that CTQ representation is correct and independent of different times and Operators.
Target, Specification limit and Defect
One can understand Target as “a reference point to shoot at”, however Specification Limits (SL)
define the acceptable tolerance in deviation from target.
Target and SL are defined using VOC.
E.g. VOC - “average time to process a loan should be 3 days but it should not
exceed 7 days.”
Would translate into :
Target: 3 days
Upper SL: 7 days (situation where LSL is not required!)
Measure
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9. 9
Target, Specification limit and Defect
Defect :- Anything that results in customer dissatisfaction. Nonconformance to the CTQ.
Definitions
Unit (U):- The output of a process.
Opportunity (OP) :- A characteristic of the unit, always at least 1 or more.
Defect (D) :- Anything that results in a non-conformance with set quality standards
Note: All Opportunities should be independent of each other and must be of significance to the
customer
Measure
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10. 10
Formulas
Defects per Unit :- Total Defects per Unit. If there is more than 1 opportunity per unit then the
Defects produced may be more than the number of units. A strict measure of quality.
Total Opportunities :-Total number of units multiplied by opportunity per unit.
Defects per Opportunity:-Total Defects divided by total opportunities.
Defects per Million Opportunities :-Defects per opportunity multiplied by a million.
Topics Covered
Selecting CTQ Characteristics
• Process mapping
•CTQ Drill down tree
• QFD
•FMEA
 Performance Standards
Measure
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11. 11
Measure Phase
Measure
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12. 12
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