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Topic 4: Process Analysis (Analysis Phase) - Coggle Diagram
Topic 4: Process Analysis (Analysis Phase)
Learning Objectives
From Process Analysis and Improvement, using the tools with DMAIC and LEAN concept
Ensure the improvement is being monitored and tracked
Describe the element of Process Analysis and Improvement
Process Improvement Approach
Analyze
Investigate and verify
cost and effect
relationships
Seek out root cause of the defect
Improve
Improve or Optimize the current processes
Set up pilot runs to establish process performance
Measure
Measure CTQs(Critical to Quality) aspect
Collect AS-IS collection
1.Define
Understand the customers
Define process improvement goals
Control
Control
the
future state process
Implement
control systems
to
prevent future defects
Analyze the Process
Prioritize
Sub-Process Opportunities
Select the
Improvement
Prioritize
Improvement Opportunities
Report the
findings
Assess
Process conditions
Analyze Methods for Process 1 & 2
Method for 1- Measure Effectiveness and Effective with a 5 point system
Point of 1
means the
Effectiveness
does not meet the requirement
and
Efficiency
means the
process has major problems
Point of 5 means the
Effectiveness exceed customer expectations
and
Efficiency
means
it has defect free, low unit cost, short cycle time and no waste
Method for 2- Rank Relative Importance (Decision Matrix)
6 points
means
very important
or
very little opportunity
for
improvement
1 point means
least important
or
very good opportunity
for
improvement
A- Importance (1- Least Important to the company, 6- Very important for the company)
B- Opportunity( 1-Big Opportunity Gap,. 6- Low Opportunity Gap)
Value- A divided by B(A/B)
Analyze the Process 3
Prioritize Sub-Process Opportunities
Measure cycle time and improvement the highest cycle time to reduce.
Check for Appraisal Cost, Preventive Cost & Failure Cost
Analyze the Process 4- Select the Improvement Method
Benchmarking
Large Gains & Periodic Application Frequency
Reengineering
Dramatic Breakthrough and Selective Application Frequency
Continuous Improvement(Kaizen)
Incremental Gains & Ongoing Application Frequency
LEAN Concept (Value-Added Analysis)
Minimize Business Value-Added Activities
Streamline Customer Value-Added Activities
Eliminate Non-Value Added Activities
Through Kaizen(Continuous Improvement)
Process Efficiency= Value-Added/Cycle Time
Value Added = Real Value Added
Cycle Time= Real Value Added + Business Value Added + Non-Value Added
Process Analysis Tools
ANOVA
Hypothesis Testing
Decision Matrix
8D (Eight Disciplines)
FMEA(Failure Mode Effect Analysis)
Detailed AS-IS diagram (Value Stream Map)
Cause & Effect Diagram
Non-Value Added Analysis
Organizing of Data
Simple and Multiple Regression (Scatter-plot)
Cause and Effect Diagram
Pareto Chart
Box-Plot
Where to focus?
Diagnose
root cause
5 Whys
Cause and Effect Diagram
Under sources of
variation
Variation control charts (assignable or random)
Attack the Vital Few
Pareto Chart
Check List
Plan-Do-Check-Act