Six Sigma Tools (How to apply/Use) Interesting Facts

In our last edition we tried to focus on DMAIC model of working & implementation in different stages of a six sigma process. Now let us try to focus & explore what different tools can be used to perform a task.

The Six Sigma Certified Green Belts & Black Belts use a variety of tools to drive DMAIC model, which are categorized into Process Optimization Tools & Statistical Analysis Tools.

Here we would talk about a few important tools: 

1. Quality Function Deployment (QFD): QFD is used for customer requirements. In the Deployment part the quality engineers used to be deployed to customer locations to understand customer's needs. Today same process is not taking in terms of physically deployment of engineers but the idea still prevails. QFD identifies customer requirements and rates them on a numerical scale, with higher numbers showing (Must-Haves) and lower numbers to (nice-to-haves).
2. Fishbone Diagrams: In a Six Sigma process, all outcomes are the result of specific inputs. This cause-and-effect relationship can be shown using either a fishbone diagram or a cause-and-effect matrix. The fishbone diagram helps to identify which input variables should be studied further. The finished diagram looks like a fish skeleton, which is how it earned its name. To create a fishbone diagram, you start with the problem of interest - The head of the fish. Then you draw in the spine and, coming off the spine, Six bones on which to list input variables that affect the problem. Each bone is drawn showing a specific category of input. After listing, a team of experts analyzes the diagram and identifies two or three input variables which could be the source of the problem. 
3. Cause & Effect (C&E) Matrix: The C&E matrix is an extension of the fishbone diagram. It helps to explore and show possible causes related to a problem and look for the root cause. The C&E Matrix is typically used in the Measure phase of the DMAIC model. 
4. Failure Modes & Effects Analysis (FMEA): FMEA identifies ways a new product, process or service might fail. It’s not worried just about issues with the Six Sigma project itself, but with other activities and processes that are related to the project. It's similar to the QFD in how it is set up. 
5. T-Test: We need to be able to establish a confidence level about our measurements. A larger sample size is desirable when running any test, but sometimes it's not possible. The T-Test helps to validate a test result using sample sizes that range from 2 to 30 data points. 
6. Control Charts: Statistical Process Control (SPC) relies on statistical techniques to monitor and control the variation in processes. The control chart is the primary tool of SPC. Six Sigma teams use control charts to plot the performance of a process on one axis versus time on the other axis. Control charts are used to monitor variation in a process and determine if the variation falls within normal limits. 
7. Design of Experiments: When a process is optimized, all inputs are set to deliver the best and most stable output. The trick is to determine what those input settings should be. A Design Of Experiments (DOE) can help identify the optimum input settings. Performing a DOE can be time-consuming process, but the results can be overwhelming.For more information about Six Sigma, take a look at the links below mentioned or contact us

For more information about Six Sigma, take a look at the links below mentioned or contact us

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How Six Sigma Works: DMAIC (Define/Measure/Analyze/Improve/Control) Model/Tool

In the Earlier Blog we have understood the concept of Six Sigma as who takes care of what operation level wise with reference to their importance in the proper functioning in a Six Sigma methodology’s success.

Now let’s talk something about the process/ways involved in this. Six Sigma applies a 5 step DMAIC model of working.

D- Define Opportunity

    M-Measure Performance

 A-Analyze Opportunity

  I- Improve Performance

 C-Control Performance

Let’s look at these in detail.The Process is as important as people involved in it.

Define

During define phase four major tasks are performed:

a)      Formation of a team- who needs to be a part of this team & what functions each person will perform.

b)      Mention in detail the Customers core Business Process- Every project has customers. A customer is the recipient of the product or service of the process for improvement. The requirements are the features of need that determine whether the customer is happy with the service provided. So document customer needs and related requirements. These processes will be executed to meet customer's requirements and to resolve their Critical to Quality issues.

c)       Develop a Project Charter- Here we mention the name of the project, summarize by explaining business, scope & goals. It includes Project Name, Business Case, Scope, Goals, Milestones, Special Requirements, Assumptions, Roles and Responsibilities of the team.

d)      Develop the SIPOC process map- It identifies all the following elements- Suppliers, Input, Process, Output, Customers. The SIPOC process map is essential for identifying the way processes occur currently & How those processes should be modified and improved.

Measure:

Following are the steps involved:

a)      Data collection Plan- An overall performance of the Core Business Process is measured. A data collection plan is prepared to collect required data. This plan includes what type of data needs to be collected, what are the sources of data. The reason to collect data is to identify areas where processes need to be improved.

b)      Data Evaluation- Here the collected data is evaluated and Sigma is calculated. This gives approximate number of defects. The Sigma defect is calculated as anything that is out of Customers specifications.

c)       Failure Mode and Effects Analysis (FMEA)-The last stage of Measure phase is known as the FMEA. Here we try to prevent the defects before they occur. It includes the possible errors or the problems.

Analyze:

a)      Source Analysis- also known as the Root Cause Analysis & tries to find the defects derived from sources of information. Once this is done the attempts to improvement is processed.

b)      Process Analysis- analyzing the process numbers to how good they are functioning compared to what is possible & what the competitors are doing.

c)       Data Analysis- The data may have itself the defects. There may be a situation when product do not provide all the required information. Thus it is analyzed to find out the defects and attempts are made to resolve the problem.

d)      Resource Analysis- It is of much importance to ensure all the team members are well trained & have the knowledge & skills to handle the situations properly. Other resources include the raw material that is required for manufacturing, & deliver the goods.

e)      Communication Analysis- one common problem seen is that of poor communication. The interaction between a customer and a retail store is worthy of study. Or A vendor wants payment according to agreed-upon terms, but the Accounting Department wants to make its batch processing uniform and efficient. The disconnect between these type of groups demonstrates the importance of communication analysis.

Improve:

If the team working on this project does a good job in the root causation phase of Analysis, the Improve phase of DMAIC can be easy, and satisfying work. The objective of Improve Phase is to identify improvement breakthroughs, identify high gain alternatives, select preferred approach, design the future flow of process, define the new Sigma level, perform cost/benefit analysis, design dashboards/ scorecards, and create an implementation plan.

Control:

The last phase of DMAIC process is the control phase. Here we are talking about the four aspects of control.

a)      Quality Control- The ultimate goal is to make sure that a high standard of quality is maintained. Since the purpose to Six Sigma is to improve overall process by reducing defects, quality control is the essential method for keeping the whole process on track.

b)      Standardization- We need to devise a control feature to processes so that the majority of work is managed in a standardized manner.

c)       Control methods & alternatives- When a process cannot be managed in the normal manner, we need to come up with alternatives with the standardized method.

d)      Responding to defects- The final step in a control process is to know how to respond once a defect is found. Defects can be reduced to near zero, so that we may actually believe that Six Sigma can be attained.

Conclusion:

The project team determines how to technically control the newly improved process and creates a response plan to ensure the new process maintains the improved sigma performance. Hope you have got enough information on basic level to understand the DMAIC process & its importance in a Six Sigma implementation.

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IIGC: Functioning Of a Six Sigma Methodology (Yellow/Green/Black Belt) – IIGC

IIGC: Functioning Of a Six Sigma Methodology (Yellow/Green/Black Belt) – IIGC

Functioning Of a Six Sigma Methodology (Yellow/Green/Black Belt) – IIGC

Throughout the world, it is seen that all Big Companies dealing into Supply Chain and Manufacturing Operation implements the Six Sigma method or tools. The entire implementation of a Six Sigma process is majorly carried out in two ways.

1. Popularly there are many companies that provide Six Sigma services to help benefit the main business. In this process the major Six Sigma projects are run by independent companies that make it easy to measure the impact of changes happening.
2. Some other Companies approve the other way of implementing Six Sigma tools. Six Sigma method of using the techniques is given in the hands of a company’s employees who are guided by the Facilitators or Process/Project leaders. This situation creates more difficulty in understanding the impact of Six Sigma but always develops a positive attitude in employees for a better quality and excellence in work.

In both the above said methods, Six Sigma is handled by teams & not by individual person. A team may vary in size but will often include Six Sigma experts, Process Experts, Trainers/Facilitators, Specialists, and Customers. A Customer refers to any person or company who is affected by the changes in process or a product. The Customer may become a very vital part of such a team as he is the one who defines Quality. It is his or her expectation of performance, reliability, competitive prices or on-time delivery that sets the bar. The next important role playing is done by the Project or Team Leader. He needs to be highly efficient to handle the entire process & well versed in expertise of handling the statistical tools and process. A Six Sigma Black Belt Professional would be having in-depth knowledge of Six Sigma methods and tools and are assigned to lead projects that return a bottom-line value of $150,000 to an organization. If the process/project in not as complex then the same is handled by a Six Sigma Green Belt certified Professional. These are qualified in solving majority of problems & consults with Black belt on issues arising with manufacturing environments if they come across a challenging problem.

A Six Sigma Yellow Belt certified Professional supports everyone else in the team. They are not totally responsible handling the Six Sigma process therefore require not thorough training or skill. They apply a few tools or techniques of Six Sigma methodology. They often help the Green Belt meet project goals and objectives. Yellow Belts generally are staff members, administrators, operations personnel and anyone else who might play a similar role.

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