Lean Six Sigma DMAIC Workshop
Green Belt Part 5
4/13/2015
Green Belt Training
1
Cause & Effect Matrix
Cause & Effect Matrix
4/13/2015
Green Belt Training
2
Application Examples
 Manufacturing –A process engineer on a
continuous dye line wants to determine which
process inputs have the greatest impact on
customer color and shade requirements
 Transactional –A customer service manager
wants to determine which process inputs and
steps have the most impact on customer
satisfaction and order processing
 Design –A design engineer wants to identify
which product characteristics and parameters have
the most impact on customer satisfaction and
requirements
4/13/2015
Green Belt Training
3
C&E Matrix
 The team develops an understanding of the
greatest sources of variation within the
process and pinpoints the critical few key
process input variables that must be
addressed to improve the key process output
variables
4/13/2015
Green Belt Training
4
C&E Matrix
 What
– A cause and effect matrix is a simplified
matrix that gives focus to the inputs that are
most likely to impact process output
– It relates the key inputs to the key outputs
(customer requirements) using the process
map as the primary source
4/13/2015
Green Belt Training
5
C&E Matrix
 Why
– To determine key process input
variables for performance
improvement to best meet key process
output variable requirements
– To identify which key process input
variables (causes) most influence the
key process output variable (effect)
4/13/2015
Green Belt Training
6
C&E Matrix

How
– Identify key customer requirements
(outputs) from the process map
– Outputs are given a priority score
according to importance to the
customer (usually on a 1 to 10 scale,
with 10 being most important)
– Identify all process steps and
materials (inputs) from the process
map
4/13/2015
Green Belt Training
7
C&E Matrix
 Inputs are rated based on the strength of their
relationship with output variables and given a
correlation score as follows:
0
1
2
3
=
=
=
=
no correlation
weak correlation
moderate correlation
strong correlation
 Cross multiply correlation scores with priority
scores and add across for each input
 Sort and focus on the variables with the highest
scores
4/13/2015
Green Belt Training
8
C&E Matrix

Who
Team critical success factors;
– Facilitator‘s skills
– Participants subject matter
knowledge and experience
– Participants willingness to respectfully
identify issues and rank them fairly
4/13/2015
Green Belt Training
9
C&E Matrix Form
Process Outputs
Importance
Process
Step
Process
Input
Correlation of Input to Output
Total
0
0
0
0
0
0
0
0
0
0
0
4/13/2015
Green Belt Training
10
Example: Heat Treat
Hardness
as
quenched
Hardness
as
tempered
Residual
temperature
No
cracks
Process Outputs
10
10
10
8
Importance
Process Step
Process Input
Correlation of Input to Output
Heat in harden
furnace
Furnace
Temperature
3
Material
Hardenability
3
Quench parte
Quench
Pressure
3
Heat in temper
furnace
Furnace
Temperature
Total
2
3
3
1
50
3
54
2
76
40
Diagnostic check for the C&E matrix:
 An empty column would indicate that no input was ranked for a key
output. Review and find at least one input to include
 An empty cell indicates an input has no impact on the listed output
4/13/2015
Green Belt Training
11
Two Approaches

Detailed Approach
– Place the detailed process outputs
across the top of the matrix and rank
– Place the detailed process inputs down
the side of the matrix starting with the
first process step and moving to the
last
– This approach is OK for small
processes with relatively few steps
4/13/2015
Green Belt Training
12
Two Approaches
High Level Approach
 Step 1
1. Place the high level process outputs across
the top of the matrix and rank
2. Place the high level process steps down the
side of the matrix
3. Correlate process step to outputs
4. Pareto the process steps
Step 2
1. Start a new C&E matrix with the inputs from
the top three or four process steps
4/13/2015
Green Belt Training
13
The Two Approaches Compared
 The high level approach is recommended when
first starting a project
– This approach focuses the team and gives them
a feeling that they are working on the
important process steps first
– The high level approach gives you a running
start at the FMEA and other future tools
 The detailed approach should only be used for
processes with a relatively small number of steps
and inputs
4/13/2015
Green Belt Training
14
Example: Heat Treat
 A 6 sigma team wants to eliminate
hardness and cracking problems in
a Heat Treat area
 The team has completed a process
map and they are ready to create a
C&E matrix to identify the inputs
that have the largest impact on
customer satisfaction
4/13/2015
Green Belt Training
15
Example: Heat Treat
Inputs
Parts
Loading grids
Load parts into
harden furnace
Parts loaded
Correct time
Correct temp
Atmosphere
OK
Metallurgy OK
Heat in
harden
furnace
Parts ready to
Quench
Quench temp
OK
Quench
pressure OK
4/13/2015
Inputs
Outputs
Quench
parts
Parts loaded
Parts ready to
quench
Parts hardness
OK
Residual temp
OK
No cracks
Outputs
Parts ready to
temper
Loading grids
Load in
temper
furnace
Parts loaded
Parts loaded
Correct time
Correct temp
Heat in
temper
furnace
Parts ready to
unload
Parts ready to
unload
Unload
from
temper
furnace
Green Belt Training
Parts hardness
OK
No cracks
Ship to next
operation
16
Example: Heat Treat
 We will use the high level approach to
help us narrow our efforts to the
process steps having the most impact
on customer satisfaction
 We will limit this example to 4 key
process outputs
4/13/2015
Green Belt Training
17
Example: Heat Treat
Process
Outputs
Hardness
as
quenched
Hardness
as
tempered
Residual
temperature
No
cracks
Process Outputs
Importance
Process Step
4/13/2015
Process Input
Correlation of Input to Output
Green Belt Training
Total
18
Example: Heat Treat
Process
Step
Hardness
as
quenched
Hardness
as
tempered
Residual
temperature
No
cracks
10
10
10
8
Process
Input
Importance Ratings
– Higher score
indicates more
importance to
customer
4/13/2015
Correlation of Input to Output
Process
Outputs
Importance
Total
- Ratings are based on severity if
output fails to conform to specification
Green Belt Training
19
Example: Heat Treat
Process Step
Heat in harden
furnace
Process Input
Hardness
as
quenched
Hardness
as
tempered
Residual
temperature
No
cracks
10
10
10
8
Correlation of Input to Output
Process
Outputs
Importance
Total
Furnace
Temperature
Material
Hardenability
Quench parts
Quench
Temperature
Quench
Pressure
Heat in temper
furnace
Furnace
Temperature
Process Steps and
Process Inputs
4/13/2015
Green Belt Training
20
Example: Heat Treat
Process Step
Heat in harden
furnace
Quench parts
Heat in temper
furnace
Hardness
as
quenched
Hardness
as
tempered
Residual
temperature
No
cracks
10
10
10
8
Process Input
Furnace
Temperature
3
Material
Hardenability
3
Quench
Temperature
3
Quench
Pressure
2
Furnace
Temperature
Process Inputs
Correlation Scores –
Higher numbers
indicate stronger
correlations
4/13/2015
Correlation of Input to Output
Importance
Total
2
3
Process Outputs
50
3
54
3
2
76
1
1
38
1
40
Ratings are:
3 = High correlation
2 = Moderate correlation
1 = Weak correlation
0 = No correlation
Green Belt Training
21
Example: Heat Treat
Process Step
Heat in harden
furnace
Quench parts
Heat in temper
furnace
Hardness
as
quenched
Hardness
as
tempered
Residual
temperature
No
cracks
10
10
10
8
Process Input
Correlation of Input to Output
Furnace
Temperature
3
Material
Hardenability
3
Quench
Temperature
3
Quench
Pressure
2
Furnace
Temperature
Process Outputs
Importance
Total
2
3
50
3
54
3
2
76
1
1
38
1
40
Process Inputs Total Scores – Higher numbers
indicate greater impact on process outputs
Scores are product of output importance x correlation rating
summed for each row.
E.g., Quench pressure importance = 2x10 + 1x10 + 1x8 = 38
4/13/2015
Green Belt Training
22
Example: Heat Treat
Process Step
Heat in harden
furnace
Quench parts
Heat in temper
furnace
Hardness
as
quenched
Hardness
as
tempered
Residual
temperature
No
cracks
10
10
10
8
Process Input
Correlation of Input to Output
Furnace
Temperature
3
Material
Hardenability
3
Quench
Temperature
3
Quench
Pressure
2
Importance
Total
2
Furnace
Temperature
3
Process Outputs
50
3
54
3
2
76
1
1
38
1
40
Diagnostic check for the C&E matrix:
 An empty column would indicate that no input was ranked for a key
output. Review and find at least one input to include.
 An empty row would indicate an input that has no impact on the outputs
listed. Did we omit a key output? Did we list a trivial input?
4/13/2015
Green Belt Training
23
Example: Heat Treat
 The C&E matrix shows us that 5 key
inputs from 3 process steps have the
most impact on our process outputs
 Highly ranked process inputs would then
be evaluated with FMEA to discover:
– How those inputs might fail to perform
– How they might be controlled
4/13/2015
Green Belt Training
24
Example: Maintenance Support
Process Step
Process Input
Calibrate
instruments
Planned maint
schedule
Quench pumps
maint
Planned maint
schedule
Furnace
elements maint
Planned maint
schedule
Hardness
furnace
temperature
Temper
furnace
temperature
Quench
Pressure
Process Outputs
10
10
10
Importance
Correlation of Input to Output
3
3
60
3
3
3
Total
30
60
 This example shows how a maintenance area aligned their
process steps and key inputs to the earlier example for Heat
Treat. It was developed from a process FMEA following the
Heat Treat C&E matrix.
 Key inputs from the Heat Treat C&E matrix become columns
(key process outputs) for this matrix.
4/13/2015
Green Belt Training
25
Change Management Checkpoint
Change Management Checkpoint
4/13/2015
Green Belt Training
26
Update Compelling Need
In Define, Compelling Need is based on assumptions, tribal
knowledge and customer feedback
– Process, Structure, Culture, People
 In Measure and Analyze, you NOW have Facts and Data
– Reassess and update Compelling Need and
Threat/Opportunity Matrix documentation
 Do assumptions still hold?
 Should assessment be modified based on data collected
and identified root cause?
 Any surprises/shocks?
 Are all members of the project team aligned in terms of
the need for change?
4/13/2015
Green Belt Training
27
Assessment
 Are all members of the project team still aligned in
terms of the need for change?
 Have we framed the need for change in such a way
to reflect the concerns of all stakeholders
 Would each team member deliver essentially the
same message regarding the need for change if
asked by someone outside the team?
 Who are the key stakeholders affected by this
project, and how much importance does each give
to the project?
 How can we help others increase their sense of the
need for the change?Green Belt Training
4/13/2015
28
Update Communication Plan
 Stakeholder Management
 Review and revise stakeholder list, if appropriate
 Ensure stakeholders are aware of current project status
 Confirm all stakeholders are engaged
 Change Targets







4/13/2015
Review and revise change targets list, if appropriate
Provide overview of project objective
Validate VOC and VOB results
Provide clear definition of expectations (Operational
Definition) when beginning to collect data
Ensure a clearly defined feedback plan is in place
Convey messages and content appropriate to the
audience
Green Belt Training
29
Improve
Improve
4/13/2015
Green Belt Training
30
Improve Process Flow
4/13/2015
Generate
Improvement
Ideas
Create ”Should
Be” or Future
State Map
Pilot
Update FMEA
Validate
Improvement
Implement
Solution
Green Belt Training
31
Key Concepts
Improvement alternatives
Pilot
Validation
Future State
FMEA
Implementation
4/13/2015
Green Belt Training
32
Key Improve Phase Objectives
 Lead a brainstorming activity
 Create a should be/future state map
 List the steps required for updating the FMEA
 Lead a process improvement pilot
 Analyze process capability to validate
improvement gains
4/13/2015
Green Belt Training
33
Potential Solutions
Generating improvement alternatives is a
three step process
 Define improvement criteria
 Generate possible improvements
 Evaluate improvements and make the
best choice
4/13/2015
Green Belt Training
34
Sources of Solutions
Best Practices
Project Goals
Six Thinking Hats
Discoveries
during Analysis
Benchmarking
4/13/2015
Ideas from other
Projects
Generate
Improvement
Ideas
Root Cause
Analysis
Green Belt Training
Brainstorming
Mind Mapping
Performance
Targets
35
Improvement Criteria
Example
 Quality
 Correct delivery and location
 Within time specified
 Time
 Process cycle time reduction
 Time to implement
 Cost
 Total process cost reduction
 Cost to implementation
 Cost to operate
4/13/2015
Green Belt Training
36
Prioritization
Classify objectives in two groups
 Musts
 Absolute requirements that can be
used to screen out unacceptable
solutions
 Desirables
 Comparison criteria that can be
used as features and
characteristics for comparison of
one solution to another
4/13/2015
Green Belt Training
37
Prioritization
Clarify and refine improvement criteria for
the desirables
 Weigh the relative importance of these
items
 Most important = 10
 Compare others to most important
 What about the ―musts?
4/13/2015
Green Belt Training
38
Brainstorming – What?
Brainstorming is a structured method of
generating unconstrained ideas/solutions
and gaining engagement/involvement in
the improvement process
4/13/2015
Green Belt Training
39
Brainstorming - Why
Brainstorming produces many ideas/solutions in a short time
 Facilitates the creative thinking process
 Separates idea generation from the organizing/
assessment of the ideas
How
1.Set topic and establish guidelines
2.Set a time limit and use all of that time
3.Encourage contribution from everyone
4.List all ideas presented
5.DON’T EVALUATE THE IDEAS!
6.Encourage rapid-fire activity level
Desired Outcome: Lots of ideas that need further evaluation
4/13/2015
Green Belt Training
40
Rules for Effective Brainstorming
 Do
 Understand the issue, topic, or business area
 Allow individuals to complete their thoughts
 Build on existing ideas
 Be brief when stating an idea
 Organize & evaluate after session is completed
 Strive for quantity
 Don’t
 Use idea assassins
 Make judgments, verbal or visual, as ideas are
being offered
 Paraphrase an individual‘s idea when scribing
 Dominate the session
4/13/2015
Green Belt Training
41
Evaluating Solutions
Highest benefit vs amount of effort/ cost
expended
1.Screen alternatives against musts criteria
2.Eliminate unacceptable alternatives
3.Make a go/no go decision
4/13/2015
Green Belt Training
42
Evaluation Matrix
Evaluation Matrix
Criteria
Concepts
Importance
Rating
0
1
2
3
Sum of Positives
Sum of Negatives
Sum of Sames
Weighted Sum of Positives
Weighted Sum of Negatives
4/13/2015
Green Belt Training
43