Six Sigma

Green Belt

Process Capability Analysis


-6 -4 -2 0 2 4 6
Sigma Quality Management

1
 Six Sigma
Capability Defined: Green Belt

“How well does our process' output

(product or service) meet the valid
requirements of the customer?”

2
 Six Sigma
Frequency Charts Green Belt

Frequency Average = 3.2 errors/day

25
20
15 Date: 1/2/96
Prep’d: NPO
10
5

1 2 3 4 5 6 7 8 9
Number of
Shipping Errors
(each Day)

3
 Six Sigma
Histogram Green Belt

Histogram– Refrigerant Fill Weights (lb.)

– Manual Process

Frequency
30.0
Average- 7.6 lbs

24.0

18.0

Date: 6/95
12.0 Prep’d: M. Lippen

6.0

0.0
5.5 6.5 7.5 8.5 9.5 10.5
6.0 7.0 8.0 9.0 10.0
Fill Weights (lbs)

4
 Six Sigma
Interpretation Green Belt

Symmetrical Many processes’ outputs take this shape, especially those where an attempt is being made to
produce the product or service at some target or nominal value.

If a data sample is periodically obtained from a random process and the average of the
sample is calculated, the histogram of averages will always assume this shape.

Skewed The time to complete a process will often appear skewed. Most of the events will fall in a
clump to the right or left, with only a few data in a “tail.”

Other data that often appear skewed are times or cycles to failure.

Extreme Skewness Here the data appears to be pushed up against some boundary. This is often the case when
there is a lower or upper limit that the data can assume. For example, some time data can
appear extremely skewed when it is possible to complete the process in very short times
(close to zero).

If a product is inspected and rejected if it does not meet a specification, the “good” products
will take on this shape after inspection.

5
 Six Sigma
Interpretation (Continued) Green Belt
Exponential This shape can appear if there is a “birth-to-death” process being measured and the failure
time is measured. This is also the shape that a radioactive decay process will produce and
either the quantity of material remaining or the disintegration rate is measured periodically.

Plateau This is a shape where we suspect that two processes are being mixed together, whose mean
values are not very far apart.

Another time this shape can appear is when an automatic compensating control is fitted to a
machine or process. When the process output reaches a certain value, the control adjusts
the machine to a lower (or higher) value.

Twin-Peaked This is an example of two processes, whose outputs are mixed together. For example, two
production lines’ outputs are mixed and the histogram data is collected at a final inspection
point.

This is an invitation to stratify the data. Usually, one of the processes will perform better than
the other. If you can understand why, then the other process can be changed to perform as
well.

Outliers Sometimes, special circumstances will cause the production process to produce outliers. For
example, during a colonoscopy procedure, some patients become rather resistant. The time
required to “produce” these colonoscopies will show up as an outliers when combined with
data from normal procedures.

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 Six Sigma
Capability - Picture Green Belt

One-Sided Specification

P r oc e s s Out p ut d oe s not
m e et Cus t ome r
Req uir e m e nt s

Qua lit y
Sp e c ific a t ion Lim it Cha r a ct e r ist ic

7
 Six Sigma
Capability - Picture Green Belt

Two-Sided Specification

Qua lit y
Lowe r Sp e c Upp e r Spe c Cha r a ct e r ist ic
Lim it Lim it

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 Six Sigma
Inherent Process Capability Green Belt

Customer's Tolerance =
Upper Specification Limit -
Lower Specification Limit

Reasonable Width of
Process Variation – 6
Standard Deviations Mean

Quality
Region A Characteristic
Region B

Region C

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 Six Sigma
Inherent Process Capability - Cp Green Belt

Inherent Process Capability = Upper Specification - Lower Specification

6 x Process Standard Deviation

Inherent Process Capability = |Specification - Process Mean|

(One Spec Only) 3 x Process Standard Deviation

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 Six Sigma
Cp Values Green Belt

C < 1 C = 1
p p

Lowe r Upp e r Lowe r Upp e r

Sp e c Sp e c Sp e c Sp e c

C > 1
p

Lowe r Upp e r Lowe r Upp e r

Sp e c Sp e c Sp e c Sp e c

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 Six Sigma
Operational Process Capability - Cpk Green Belt

USL  X X  LSL
Z USL  Z LSL 
SL  X s s
Z min  and
s
Z min  Minimum( ZUSL , Z LSL )
where :
where :
Z min - number of standard deviations the process
Z min - minimum number of standard deviations the process
mean is from the specification limit
mean is from a specification limit
SL - Upper or Lower Specification Limit
USL - Upper Specification Limit
X - Process Average
LSL - Lower Specification Limit
(an X - Bar chart is assumed to be available here)
X - Process Average
s - Process Standard Deviation
(an X - Bar chart is assumed to be available here)
(estimated from s / c4 or R / d 2 )
s - Process Standard Deviation
(estimated from s / c4 or R / d 2 )

C pk  Z min 3
where:
C pk - Operational Process Capability
12
 Six Sigma
Process Capability Studies Green Belt

 Raw material sources,

 Operators,
 Gauge users,
 Production rates, and
 Environmental conditions.

USL  x   x  LSL 
Ppk    or  
3ˆ 3ˆ x

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 Six Sigma
Assessing Process Capability - Steps Green Belt

1. Accumulate data in subgroups of consecutive parts taken periodically from

production runs. If the same process produces a variety of part numbers with
different target dimensions, each different part should be treated as a
separate process unless we have evidence that the variation about the
targeted dimension is not affected by the normal value.
2. Data should be accumulated over a long enough period of time that all
sources of variation have an opportunity to be exhibited (25 subgroups of 4
taken over a “long” period of time is a guide). Check for process stability.
3. Test the data for shape of distribution.
4. If the distribution is normal, compute the standard deviation based on
individuals. If the data is not normal, either transform the data or perform a
capability analysis using the Weibull distribution (see Minitab, Help topics,
process capability: non-normal data for more information).
5. Calculate Pc based on six standard deviations divided into the available
tolerance.
6. Calculate Pc using standard deviation based on the average range. Compare
this with the value obtained in step 5 to see what the potential of the process
is given better controls or improved stability of mean performance.

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 Six Sigma
Capability and Six Sigma Green Belt

Mean
Lower Upper
Specification Specification
Limit Limit

-6 -5 -4 -3 -2 -1 0 1 2 3 4 5 6

Standard Deviations

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 Six Sigma
Calculating Sigma – Measurement Data Green Belt

Mean
Lower Upper
Specification Specification
Limit Limit

Area 2 Area 1

Measure

 USL  x 
Area  1  1  CumNorm 
 s 
 LSL  x 
Area  2  CumNorm 
 s 
where : CumNorm 
Cumulative Normal Distribution
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 Six Sigma
Calculating Sigma – Discrete Data Green Belt

d
DPMO   10 6

no

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 Six Sigma
First, Final, Normalized, Rolled-TP Yield Green Belt

dd
YFPFP 11
Y
nnoo
dddd
YYFINALPASS 11
FINALPASS nnoo
where::dd--number
where numberof of defects
defectsdetected
detectedand
and
eliminated
eliminatedprior
priorto
toreaching
reachingthethecustomer
customer

dd ii
YYNORM 11 i
i
nn oo

NORM
ii
i
i
where
where::ii--number
numberof
ofsubprocess
subprocesses
es

RTP  
YYRTP  YYFPY
FPYi i
ii
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 Six Sigma
Sigma Assessment - Example Green Belt

Market Execute Complete

Product Transaction Transaction

Process Step Defect Opportunities

Market Deal  Misunderstand client  Inaccurate Price
requirements  Deal not compliant with
 Recording errors Regulations
Execute  Error-caused amendments  Sales/Order Transaction
Transaction  Recording Errors Mismatch
Complete  Order Errors  Confirmation Timeliness
Transaction  Fulfillment Errors  Client/Company Confirmation
Mismatch
Overall  Lost Sale

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 Six Sigma
Sigma Scorecard Green Belt
Calculated Using Basic Sigma
Method for Discrete Data

Process Step Defect Opportunities Data No. of No. of Defects Avg. Std. Upper DPMO Yield Sigma Step Step
Type Units Opp's. Dev. Spec (ST) Yield Sigma
Market Product Misunderstand client D 1000 1 120 120000 88.00% 2.67 93.83% 3.04
requirements
Recording errors D 1000 1 90 90000 91.00% 2.84
Inaccurate Price D 1000 1 25 25000 97.50% 3.46
Deal not compliant with D 1000 1 12 12000 98.80% 3.76
Regulations

Execute Error-caused D 1000 1 100 100000 90.00% 2.78 93.23% 2.99

Transaction amendments
Recording Errors D 1000 1 58 58000 94.20% 3.07
Sales/Order Transaction D 1000 1 45 45000 95.50% 3.20
Mismatch

Complete Order Errors D 1000 1 8 8000 99.20% 3.91 97.58% 3.47

Transaction
Fulfillment Errors D 1000 1 22 22000 97.80% 3.51
Confirmation Timeliness C 1000 1 2.5 0.7 3 237525 76.25% 2.21
Calculated Using First
Client/Company D 1000 1 67 67000 93.30% 3.00 Pass Yield Formula
Confirmation Mismatch
and Short Term Sigma

Overall Lost Sale D 1000 1 89 89000 91.10% 2.85

Overall (Normalized) 95.55%
Calculated Using Basic
Process Yield:
Sigma Method for
Rolled Throughput Yield: 77.76%
Continuous Data
Overall Process Sigma: 3.20

The Product of Sub-

Process Yields (and Calculated Using Normalized Yield Formula
Failed Trade Yield) and Short Term Sigma 20