NG BB 53 Process Control [Compatibility Mode]

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National Guard
Black Belt Training

Module 53

Process Control

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CPI Roadmap – Control
p
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

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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
improvement projects
i t j t
Apply the concepts of Standard Operating Procedures
to process improvement processes

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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
Document th appropriate procedures f monitoring th process,
D t the i t d for it i the
including how to react if it goes out of control
Development of the process control system really gets started early
in your p j
y project but is implemented in the Control Phase
p

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 must verify th t th
t if that there i not excessive
is t i
measurement system variation present.
This really should have been done prior to conducting
h ll h ld h b d 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
back
b k up your decisions.
d i i
We will be using calculations that you have already
learned in process capability and hypothesis testing
l d bl dh h
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 your process improvement.
i t i i t
They are not sequential, however there is somewhat
of a h
f hierarchy:
h
Risk Management
Mistake P
Mi t k Proofing
fi
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 ee app oaches must have
three approaches m st ha e
Control Plans to sustain the gains
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Mistake Proofing
The best approach to process control is Mistake
Proofing.
Proofing Mistake Proofing is a method for avoiding
errors in a process
The simplest definition of "Mistake Proofing” is that it
Mistake Proofing
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
before and after the improvements
b f d f h

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Review of Control Charts
Focuses attention on measuring and tracking
g g
process variation over time
Distinguishes between special and common
g p
causes of variation
Used as a tool for process control (
p (can monitor
inputs and outputs over time)
Tracks process improvements in q
p p quality, cost
y,
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
of data
f

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 people make decisions from FACTS
p p
Highlights special cause impacts to a process
Provides warning o deg ada o be o e making de ec
o des a g of degradation before a g defect
products / services
Establishes controls for continuous improvement and
shows evidence of i
h id f improvementst
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, environmental factors human factors,
calibration 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 sampling, miscalculation, i
N d li i l l ti incorrect chart t
t h t type, 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” to watch
triggers
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 used i minimizing process and service variation
t d in i i i i d i 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 point” values for each measure where
trigger point
action should be taken
4.
4 Identify action to be taken when a “trigger point” is
trigger point
reached
5.
5 Identify who is responsible for taking action when a
“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 parties through documentation and
p g
training
A data collection plan is also necessary to test the
improved process and confirm that the solutions are
i d d fi h h l i
indeed having positive impact 26

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Existing Control Documentation
Many processes already have in place what are called
"quality plans" to ensure each service characteristic or sub-
" lit l "t h i h t i ti 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 plans in the event of a process breakdown. These
p p p
can inform your own control plan
Your improved sub-process may have an impact on the
quality plan, so you need to include changes to it as part of
plan
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” Control Plan
owns
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 steps and f each:
ti t d for h
Number of the step
Name of step (
N f t (operation or action t b d
ti ti to be done))
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
tolerances
t l
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 out of spec
p g 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 become institutionalized
p
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 and measurement system capability should be identified
y y p y
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
USL, Target)
US T )

determine optimal setting,
procedure, material, etc.
Uncontrollable noise
U t ll bl i
variables: determine
acceptable operating windows
for
f compensating variables
i i bl

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Control Plan Development Control Methods
For Controllable
Variables: Statistical Process C t l
St ti ti l P Control
Inspection and Test Methods Choice of control chart(s)
and sampling plan
Standard Operating Procedures
(“SOPs”), Checklists Procedures for identifying
P o ed e fo identif ing
and responding to out-of-
Mistake-proofing systems and control points and
devices undesirable trends
Color tags Procedures for preventing
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,
relationships not tweaking or
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
control of each critical variable and details about how
l f h l bl dd l b 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 you improve a process and
h 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
Method
M th d

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 warrant response?
ld ?

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
include
i l d root cause analysis, personnel training, preventative
t l i lt i i 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 process
personnel,
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.
3 The team selects the most likely causes from the list
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 are placed in the order that they should be checked, the most likely
C l d i th d th t th h ld b h k d th t 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 quarterly
q y

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Trouble Shooting
A control plan is a logical, systematic approach for
finding d
fi di and correcting root causes of out-of-control
ti t f 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%
Knott
K 48 h out
hrs
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 consider ordering second aircraft
g
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 monitored?
H they 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 robust i th system t N i ?
H b t is the t to Noise?

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Standard Operating Procedures
Do they i t?
D th exist?
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 what & when?
who,
Where are the manufacturer’s instructions?
Do we have a trouble shooting guide?
What
Wh t are the training requirements for maintenance?
th t i i i t f 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
complete missing plan elements
p gp
3. Form
3 Fo m teams to update
pdate
documentation more than one 9. Verify compliance with area
quarter old documentation requirements
4.
4 Short term capability studies should 10.
10 (Re)train personnel
be replaced with long term
11. Collect sign-off signatures from
capability results
safety & environmental,
5.
5 Fill in Control Plan Summary based maintenance,
maintenance operations and
on review of updated process engineering
documentation
12. Verify control plan effectiveness in
6.
6 Identify missing or inadequate 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
b For each measure define a “trigger” point
measure, trigger
c. Identify short-term responses to problems; note
responsibility
p y
d.Describe response to serious, persistent problems
Prepare to share ideas with the group
p 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 tools and references access to
j
3 address issues in FMEA
dd i i Green Belt
G B lt Quarterly
Q t l
and References Satisfaction
100% 85% N/A issues raised by VOC.
(Improve Phase)

- Example -

Required Deliverable 53
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National Guard
Black Belt Training

SOP and Documentation

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Selecting What to Document
Activities critical to customer satisfaction
Processes/tasks that involve many people
Especially changing team players, multiple functions

Complex acti ities
Comple activities
Areas where “history” is important
Will we need to refer to what we’ve done or how we did this later?
we ve
(Examples: DMAIC project tracking and documentation)

Legal and audit requirements
Examples: Hiring process; financial procedures
l f l d

Where flexibility is essential

55

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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, customer requirements
measures
Provide reference sources
A name and phone number, e-mail address, etc.
p , ,
Add cross references when/where applicable
56

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

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Documentation Exercise – What Went Wrong?
Three children are told by their parents they can play
after dinner outside. Their only instructions were “Be
outside Be
home before dark.” One returns at 7:15, one returns
at 8:15 and the third returns at 9:15. Why did the
second and third get punished?
d d h d h d?
Three new employees are hired to three “Cookie”
stores,
stores same company different locations One is
company, locations.
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.
O y o e batc came
Only one batch ca e out co ect y What happened?
correctly. at 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 Summary
j y

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,
scripts speed of delivery vehicle or delivery routes
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 that needs t t k place each ti
ti it th t d to take l h time th action
the 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 out a t k or activity. I l d i di id l that may
t task ti it Include individuals th t
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 with team and outside group
f h d d
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
documentation b d
d t ti by documenting your best helicopter
ti b t h li t
design
“Design” and build the helicopter (done)
Design
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
Under hat circumstances
Unde what ci c mstances is revision likel to be needed?
e ision likely
Determine who is responsible
Process o e s ou d o e see (at least)
ocess owner should oversee 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.)
Or,
O one page at a time
i
Establish a system for distribution
Who needs to know?
What media will inform them?

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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”

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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

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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
improving our processes on an
i i
ongoing basis

MOTTO:
We can always do bette
e ca a ays 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 Training
q 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.
Individual Professional
I di id l P f i l Branch Chi f and T
B h Chief d Team Susp D t B
S Date: Branch Chi f and
h Chief d
Development Plan members Team member discuss and
finalize by 1 May 09
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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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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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Future State Process Map Template
“As Is” Process

To Be Process

- Example -

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Control Chart Exercise
Did the Process Improve?

74
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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 process improve?
p p
• You may answer …
YES,
YES NO or CAN’T TELL

75
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Example 1
p
Example 1: Monthly rejects before and after an improvement project

Monthly R j t d U it
M thl Rejected Units
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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Example 2
p
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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Example 3
p

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

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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
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

79
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NG BB 53 Process Control [Compatibility Mode]

NG BB 53 Process Control [Compatibility Mode]

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