Strategic Application of

Measurement System
Analysis
Ringo Lin
Vice President
Ford Lio-Ho Motor Company
Dec 3, 2004
Why Measure?
To understand a decision:
Meet standards & specifications
Detection/reaction oriented
Stimulate continuous improvement:
Where to improve?
How much to improve?
Is improvement cost effective?
Prevention oriented
The way we work
Rep calls customer
Cause identified
Customer
feedbacks
Fix implemented
The way goes what we interest
Points of interest
Data collection
Information?
Analysis
The data they get everyday
Our defective rate is about 60 ppm
Our yield rate is 99.8%
Our customer satisfaction indicator shows
83%
Cpk of our process is 1.52
Our improvement is 72%
How comfortable you are?
How much uncertainty
LSL
Good Parts
Rejected?
USL
Is it possible due to measurement error?
Same thing but not mutually agreed
Wind noise
Measurement
system
Different points
of view
Same thing but not mutually agreed, it must
be something wrong with the system!
How about our measurement system
Accurate?
Reliable?
Measurement system reliable enough to collect data?
If measurement system not reliable
Analysis
Garbage in
Garbage out
What weve done might be non-value added!
Why focuses on Measurement System
According to David C. Crosby, If you dont
know the capability of your measurement
system, you dont know if your
measurements, or your products, or your
services are good or bad.
What is Measurement System Analysis
Measurement System Analysis is designed
to help engineers and quality professionals
assess, monitor, and reduce measurement
system variation that includes measurement
system linearity, stability, repeatability and
reproducibility (GR&R), and the management
and calibration of measurement instruments.
Measurement variability in data
+

Actual (Part)
2
=
Part Variability
(Actual variability)

Meas. System
2

Observed
(Total)
2
Process A
Process B
Total Variability
(Observed variability)
Measurement
Variability
Which process is best?
R&R
Another point of view

2
Total
=
2
R&R
+
2
Process output

2
Total
=
2
Repeatability
+
2
Reproducibility
+
2
Process output

2
Total
=
2
Repeat
+
2
Oper
+
2
Oper Process output
+
2
Process output
Gage contribution
Resolution?
Accuracy/Bias?
Linearity?
Stability?
Precision (R&R)?
OK
OK
OK
OK
Repeatability and
Reproducibility
Repeatability (A Component Of Precision)
Variation that occurs when repeated
measurements are made of the same item
under absolutely identical conditions
Same:
Operator
Set-up
Units
Environmental conditions
Reproducibility (A Component Of Precision)
The variation that results when different
conditions are used to make the measurements
Different:
Operators
Set-ups
Test units
Environmental conditions
Locations
Companies
Common ground in measurements
Measurement system in place but not in use
Visual judgment instead of gauge measurement
All those who are collecting data dont realize its
importance
No compliance-procedure or regular calibration
Lack of MSA knowledge/interpretation
Poor management of instrument
This is the biggest obstacle in moving a business forward!!!
Acceptability of Gage R&R
Gage R&R
Attribute gage R&R: 100%
Variable gage R&R:
Process
Control
% Study
Variation
10%
30%
Number of
Distinct
Categories
10
5
Product
Control
% Tolerance
10%
30%
% Contribution
1%
9%
Minitab Tabular Output Metrics
%Study
%Tolerance
%Contribution
Number of Distinct Categories
Criteria Summary
Study
%
Tolerance
%
J udgment Action
Keep on monitoring
If looking for further
process improvement,
fix measurement system
Big gage contribution,
fix measurement system
Fix measurement
system
Scenario 1 <10% <10% OK
Scenario 2 >10% <10% OK
Scenario 3 <10% >10% NG
Scenario 4 >10% >10% NG
Case study-wind noise
N Competitor G Competitor Ford C car A Competitor
40
30
20
10
0
Vehicle
W
i
n
d

n
o
i
s
e

i
n
d
i
c
a
t
o
r
Before improvement, Ford C car is a little far
behind
Measurement system setup
Ultrasonic and
leakage test
I
n
t
r
o
d
u
c
t
i
o
n

More robust
and objective
Not robust
and
subjective
Preparation and analysis
Measurement
system training
Data collection
Analysis
More precise
Action taken
N Competitor G Competitor Ford C Car A Competitor
40
30
20
10
0
Vehicle
W
i
n
d

n
o
i
s
e

i
n
d
i
c
a
t
o
r
After improvement, Ford C car becomes BIC
MSA application discipline
Before data collection
Before new gauge operation
Before new system launch
Before improvement verification
After calibration
After gauge maintenance
After new procedure setup
Measurement system improvement
MSA training to either supplier or central
plant engineers and data appraisers
Gauge setup and application
Procedure setup and application
Accessible analytic tools
Management of instrument setup
MSA validation
Calibration standard mechanism
Education
Competency strategy
Six sigma is a must to all staffs, floor people
MSA application Verification to all suppliers
and data appraisers
Analytical tools-Minitab application
Data collection plan training
Sampling training
Gauge operating training
Competency practice
Workgroup Structure Process sheets/instruction documentation/QPS
Team Motivation Lean manufacturing
Safety Leadership FPS
People Management Processes 6 Sigma tools and Minitab application
Labor Contract Commitments Line Balancing and workload distribution
Coaching/teaching/mentoring SPC
Budgets/finance ISO/QS
Network/relationships GD&T
Policy deployment/objective setting Facility Engineering
Innovation Global 8D
Launch Systems
Level 0 - Foundational Competencies
P
r
o
c
e
s
s
P
e
o
p
l
e
Implementation status
2004 2004 Year 2002 2003
Current
Number of accumulated 5-day trained Green Belts 505 605 611+106 611+106
Number of floor people involved in 6 sigma project 0 68 303 200
943
26/(52)
308
45(62)
214(244)
53
8/(7)
Number of projects closed tight to supplier site 26 37
Objective
Number of accumulated 1-day trained Green Belts
50
912 943
Number of Active Black belts / (Accumulated)
13
10/(28)
30
59
92
19/(37) 22/(45)
Number of accumulated trained Suppliers
(including MSA)
219 300
Number of Black belt projects closed (open) 68 72
Number of Green Belt projects closed (open) 201 250
Number of DFSS projects closed / (open) 0 3/(9) 10/(5)
Savings from Black Belt projects
2003 Close Projects ($000)
Closed
Projects
Avg
Days to
Close
Avg
Closed/BB
Hard
Savings
Avg Hard
Savings/BB
Ongoing Soft
Savings
Avg Soft
Savings/BB
68 176 2.18 2247 72 285 9
79 203 53 1489 2.34 120 45
Avg Soft
Savings/BB
Ongoing Soft
Savings
Avg Hard
Savings/BB
Hard
Savings
Avg
Closed/BB
Avg
Days to
Close
Closed
Projects
2004 Close Projects ($000)
2004 project hard savings: 2500
Summary
Proper analysis of measurement systems will
help you conform to ISO 9000 and ISO/TS
16949-2002 requirements as well as AIAG
standards. Measurement Systems Analysis
teaches how to develop working standards that
are traceable to the ISO.
MSA studies are tools that aid in ensuring
quality at all levels of a process.