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      • Six Sigma Define: 1Define Problem & 2 Identify Customer
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      • Six Sigma: Measure : 1 Identify Measurement and Variation
      • Six Sigma: Measure : 2 Determine Data Type
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      • Six Sigma: Measure : 4 Measurement System Analysis & Data Collection
      • Six Sigma: Measure : 5 Perform Capability Analysis
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      • Six Sigma Analyze : 1 Measuring and modeling the relationship between Variables
      • Six Sigma Analyze : 2 Hypothesis Testing
      • Six Sigma Analyze : 3 Failure mode and effects analysis (FMEA)
      • Six Sigma Analyze : 4 Analysis of Variance (ANOVA)
    • Six Sigma: Improve Phase : Overview & 6 Element >
      • Six Sigma: Improve Phase : 1 About Design of experiments (DOE)
      • Six Sigma: Improve Phase : 2 DOE Process variables & Analysis
      • Six Sigma: Improve Phase : 3 Design Selection Guideline
      • Six Sigma: Improve Phase : 4 : Lean 5S
      • Six Sigma: Improve Phase : 5 Poke Yoke
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Six Sigma: Improve Phase : 2 DOE Process variables & Analysis

DOE Analysis Steps How do you select and scale the process variables?  Example Agricultural Experiment Example high performance ceramics experiment What are the uses of DOE? What are the uses of DOE?
DOE Analysis Steps
The following are the basic steps in a DOE analysis.
1. Look at the data. Examine it for outliers, typos and obviousproblems. Construct as many graphs as you can to get the big picture. Response distributions (histograms, box plots, etc.) Typical DOE plots (which assume standard models for effects and errors) Main effects mean plotsinteraction plots
2. Create the theoretical model (the experiment should have beendesigned with this model in mind!).
3. Create a model from the data. Simplify the model, if possible, using stepwise regression methods and/or parameter p-value significance information.
4. Test the model assumptions using residual graphs. If none of the model assumptions were violated, examine the ANOVA. Simplify the model further, if appropriate. If reduction is appropriate, then return to step 3 with a new model. If model assumptions were violated, try to find a cause. Are necessary terms missing from the model? Will a transformation of the response help? If a transformation is used, return to step 3 with a new model.
5. Use the results to answer the questions in your experimental objectives –finding important factors, finding optimum settings, etc.
How do you select and scale the process variables?
Guidelines to assist the engineering judgment process of selecting process variables for a DOE
Process variables include both inputs and outputs-i.e., factors and responses. The selection of these variables is best done as a team effort. The team should
•Include all important factors (based on engineering judgment).
•Be bold, but not foolish, in choosing the low and high factor levels.
•Check the factor settings for impractical or impossible combinations -i.e., very low pressure and very high gas flows.
•Include all relevant responses.
•Avoid using only responses that combine two or more measurements of the process.
For example, if interested in selectivity (the ratio of two etch rates), measure both rates, not just the ratio.
Be careful when choosing the allowable range for each factor
We have to choose the range of the settings for input factors, and it is wise to give this some thought beforehand rather than just try extreme values. In some cases, extreme values will give runs that are not feasible; in other cases, extreme ranges might move one out of a smooth area of the response surface intosome jagged region, or close to an asymptote.
Two-level designs have just a”high” and a “low” setting for each factor
The most popular experimental designs are two-level designs. Why only two levels? There are a number of good reasons why two is the most common choice amongst engineers: one reason is that it is ideal for screening designs, simple and economical; it also gives most of the information required to goto a multilevel response surface experiment if one is needed


Example Agricultural Experiment
Design of experiments was first developed as a research design tool to improve farm yields in the early 1930s. The output, or response variable, y, in such an experiment was usually the yield of a certain farm crop. Controllable factors, x=(x1, x2,.., xn) were usually the ‘farm variables’, such as the amount of various fertilizers applied, watering pattern, selection of seeds and soon. Uncontrollable factors, z=(z1, z2,.., zp) could be soil types, weather patterns and so on. In early agricultural experiment, the experimenter would want to find the cause-and-effect relationship between the yield and controllable factors. That is, the experimenter would like to know how different typesof fertilizers, their application quantities, the watering pattern, and types ofseeds, would influence the yield of the crop.
Example high performance ceramics experiment
Purpose: To determine the effect of machining factors on ceramicstrength Response variable = mean (over 15 repetitions) of the ceramic strength Number of observations = 32 Response Variable Y = Mean (over 15 reps) of Ceramic Strength Factor 1 = Table Speed (2 levels: slow (.025 m/s) and fast (.125 m/s)) Factor 2 = Down Feed Rate (2 levels: slow (.05 mm) and fast (.125 mm)) Factor 3 = Wheel Grit (2 levels: 140/170 and 80/100) Factor 4 = Direction (2 levels: longitudinal and transverse) Factor 5 = Batch (2 levels: 1 and 2)
What are the uses of DOE?
Below are seven examples illustrating situations in which experimental design can be used effectively: Choosing Between Alternatives Selecting the Key Factors Affecting a Response Response Surface Modeling to:Hit a Target Reduce Variability Maximize or Minimize a Response Make a Process Robust (i.e., the process gets the “right” results even though there are uncontrollable “noise” factors)Seek Multiple Goals Regression Modeling


Important practical considerations in planning and running experiments are
Check performance of gauges/measurement devices first.
Keep the experiment as simple as possible.
Check that all planned runs are feasible.
Watch out for process drifts and shifts during the run.
Avoid unplanned changes (e.g., swap operators at halfway point).Allow some time (and back-up material) for unexpected events.
Obtain buy-in from all parties involved.
Maintain effective ownership of each step in the experimental plan.
Preserve all the raw data–do not keep only summary averages!
Record everything that happens.
Reset equipment to its original state after the experiment.
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  • Home
  • Six Sigma Wiki
    • History of Six Sigma : The Guru’s
    • Lean vs Six Sigma
    • What is Six Sigma ? Objectives Fundamental Beliefs Benefits
    • Six Sigma Project Overview >
      • Six Sigma Process Performance Metrics
      • Project Execution : Selection , Flowchart , Management , Evaluation
      • Voice of the Customer (VOC) >
        • CTX (Critical to X) Quality
        • Kano Model
        • Different type of Quality Cost
      • Risk Analysis SWOT (Strength, Weakness, Opportunity, Threat)
    • Six Sigma Team Management : Types, Roles, Size, Stages & Life cycle >
      • Six Sigma Organizational Infrastructure Team Leadership >
        • Six Sigma Roles and owners process
        • 3 levels of business management process
        • Six Sigma Training: Black vs Green Belt
        • Overview of DMAIC : Key points
      • Six Sigma Team Tool: Facilitation & Groupthink
      • Nominal Group Techniques Multivoting Force Field Analysis Brainstorming
      • Diagrams : Affinity Tree PDPC Matrix Interrelationship Prioritization matrices Activity network diagram
      • The 4 Stages of Team Growth & Human factor: Forming, Storming, Norming, and Performing
    • Six Sigma: Define Phase : Outcomes & 6 Element >
      • Six Sigma Define: 1Define Problem & 2 Identify Customer
      • Six Sigma : Define : 3 : Identify CTQs ( VOC Kano Model )
      • Six Sigma : Define : 4 : Map Process 5 Refine Project Scope
      • Six Sigma : Define : 6 Update Project Charter ( PERT CPM Gantt Bar WBS)
    • Six Sigma: Measure Phase : Outcomes & 5 Element >
      • Six Sigma: Measure : 1 Identify Measurement and Variation
      • Six Sigma: Measure : 2 Determine Data Type
      • Six Sigma: Measure : 3 Develop Data Collection Plan
      • Six Sigma: Measure : 4 Measurement System Analysis & Data Collection
      • Six Sigma: Measure : 5 Perform Capability Analysis
    • Six Sigma: Analyze Phase : Outcomes & 4 Element >
      • Six Sigma Analyze : 1 Measuring and modeling the relationship between Variables
      • Six Sigma Analyze : 2 Hypothesis Testing
      • Six Sigma Analyze : 3 Failure mode and effects analysis (FMEA)
      • Six Sigma Analyze : 4 Analysis of Variance (ANOVA)
    • Six Sigma: Improve Phase : Overview & 6 Element >
      • Six Sigma: Improve Phase : 1 About Design of experiments (DOE)
      • Six Sigma: Improve Phase : 2 DOE Process variables & Analysis
      • Six Sigma: Improve Phase : 3 Design Selection Guideline
      • Six Sigma: Improve Phase : 4 : Lean 5S
      • Six Sigma: Improve Phase : 5 Poke Yoke
      • Six Sigma: Improve Phase : 6 Standard Work & Kaizen
    • Six Sigma: Control Phase : Overview & 3 Element >
      • Six Sigma: Control Phase : 1. Statistical Process Control
      • Six Sigma: Control Phase : 2. Control Chart
      • Six Sigma: Control Phase : 3. Other: Pre-control Technique, TPM & Visual Management
  • Lean Wiki
    • History of Lean & Guru’s >
      • Birth of Lean
    • About Lean, Value, Waste, Muda, Mura & Muri >
      • Overview Lean Tools, Techniques & House of Lean
      • Lean Excellence, Tools & Framework
      • Lean Framework 6 points, metric & Stability
    • Lean Team Setup : Structure, Meeting & Project >
      • Self Directed Work Teams (SDWT) , ACHIEVE TEAM SYNERGY , SQDCM, Teamwork Principles, Team Structure & Team Leader
      • The 4 Stages of Team Growth & Human factor: Forming, Storming, Norming, and Performing
    • Lean Process Mapping: Generic & Type >
      • SIPOC: Suppliers, Input, Process, Output & Customers
      • Lean Process Management , Excellence , Identification , Design & Mapping
      • Lean Process Mapping Symbols
      • How to Create a Simple Process Flow Diagram
      • Lean Value Stream Mapping, current, future & 3 type of work
      • Value Stream Mapping (VSM): About & 17 steps
      • Other Types of Process Maps & Pitfalls: Resources: iDef0, Document Map, Work Diagrams, Rendered Process Map
    • Lean Process Optimization , Andon System , Error Proofing ( Poka Yoke ) & Defect vs Errors >
      • Lean 5S System
      • Kanban : Benefits, Shapes of Inventory, Type, Operation & Sizing
      • Cellular Manufacturing: About, Benefits & 4 Dimensions of Cells
      • Heijunka, A 3 Thinking, Hoshin planning, Jidoka, Poka‐yoke , Kanban, Takt , Kaizen
      • Lean Kaizen (continuous improvement), Systems Thinking & Process Variability
      • Lean Visual Management & Visual Control
      • Lean Waste Detail: Eight Types of Waste
      • Line Balancing, Cycle Time, Takt Time, Assembly / Workload Balance & Man – Machine – Setup – Time
      • Single Piece Flow, Continuous Flow & Standardized Work
      • SMED Single Minute Exchange of Dies
      • Total Productive Maintenance (TPM): Preventive Maintenance Corrective Maintenance Inbuilt Maintenance
  • Blog
  • Contact