| The cost, speed and quality leaps of Lean Six Sigma | | | | Operational definition - various measures are defined |
| are obtainedthrough the application of appropriate tools. | | | | so that allteam members apply the same definitions |
| Following the DMAICimprovement model of Lean Six | | | | when gathering data for theimprovement project. |
| Sigma, we will look at a number oftools from each | | | | Process map, value stream map, complexity value |
| phase. | | | | stream map: |
| The Define Phase | | | | This produces a more detailed representation of the |
| Purpose of Define: | | | | process thanthe SIPOC diagram and includes such |
| This phase of the Lean Six Sigma implementation | | | | information as wait times,processing times, |
| identifies theimprovement opportunities and customer | | | | resourceconsumptions, process operator etc. |
| deliverables and defines ascope. At the end of the | | | | Cause Effect Matrix: |
| define phase, we should have a projectcharter, clearly | | | | This tabulates causes against effects and calculates |
| identified stakeholders, a project team,estimation of | | | | scores whichare used to rank the causes. As a |
| business implications, an evaluation of | | | | measuretool, this matrix is used to select which inputs |
| customerrequirements, a high level process map and | | | | to focus onbecause of their significant impact on the |
| project management andcommunication plans. | | | | process outputs. |
| Tools for Define: | | | | Preliminary FMEA (failure modes and effects analysis): |
| Stakeholder Analysis: | | | | This tool has a similar function to the cause and effect |
| The various stakeholders (customers, shareholders, | | | | matrix. |
| employees) arelisted and the potential impact of the | | | | All possible failures in the inputs are considered, and |
| improvement project on each assessed as substantial, | | | | thenweighted accordingto probability of occurrence, |
| average, low or nil. | | | | severity of impact on outputs anddifficulty of detection. |
| SIPOC diagram: | | | | This assessment also helps to determinewhat inputs |
| Of the tools applied in this stage of the improvement | | | | the project team should focus on. |
| project,perhaps the most commonly used is the | | | | Data collection plan: |
| SIPOC diagram. SIPOC standsfor Suppliers, Inputs, | | | | This includes decisions as to what data (balanced |
| Process, Outputs and Customers. The | | | | between input andoutput) to collect, identification |
| diagramprovides a visual answer to the questions | | | | ofstratification factors (these help determine patterns |
| required to understandthe process: who are the | | | | in the data),determination of sample size, identification |
| primary stakeholders of this process? Whatvalue does | | | | of data sources,development of data collection sheets |
| it create? Who is the owner of the process? What | | | | and assignment of datacollection duties among team |
| are theinputs and who provides them? What | | | | members. |
| resources are consumed by theprocess? What | | | | Pareto charts: |
| process steps create the value? | | | | This is one more tool for focusing the team's efforts |
| The steps involved in creating the SIPOC diagram and | | | | on the mostimportant problems. A Pareto chart is a |
| theinvolvement of team members in brain storming | | | | barchart where the horizontal axis represents |
| and idea generatingsessions are as important as the | | | | categories. On thevertical axis we can plot in |
| resulting diagram. | | | | descending order, the frequency ofoccurrence, or cost, |
| VOC - Voice of the Customer: | | | | speed or quality impact of each category. |
| Critical to a proper definition of the improvement | | | | Where a clear Pareto effect exists, only a few of the |
| project is theavailability of data representing customer | | | | categories |
| viewpoints andrequirements. These are collected using | | | | (typically 20% or less) are responsible for majority of |
| VOC tools like interviews,surveys, focus groups, | | | | the effects |
| comment cards, suggestion/complaint boxesetc. The | | | | (80% or more). |
| definition of customer here includes internal and | | | | Measurement systems analysis: |
| externalcustomers. | | | | The process of obtaining measurements is subjected |
| Using Kano analysis coverts raw quantitative and | | | | to standard analyses to ensure reliability, repeatability |
| qualitative dataobtained from the above into clearer | | | | and reproducibility. Other attributes ofthe measurement |
| expressions of the valuecustomers place on various | | | | system are stability, bias and discrimination. |
| product and service features you offer. | | | | Control charts: |
| Development of critical-to-quality requirements | | | | A control chart is a run chart sequence of quantitative |
| converts customerstatements, which may be | | | | data withthree horizontal lines showing a centred mean |
| imprecise, to precise requirements (valuedfrom the | | | | and upper and lowercontrol limits. Control charts help to |
| customer's perspective) for your product or service. | | | | assess the nature ofvariation of the process. In-control |
| The Measure Phase | | | | processes are expected toyield data points randomly |
| Purpose of Measure: | | | | distributed around the mean but withinthe calculated |
| This phase quantifies the current state of the process | | | | control limits. |
| with respectto cost, speed and quality and provides an | | | | Process capability assessment: |
| idea of the gaps to befilled. At the end of this phase, | | | | This tool measures of process capability assess the |
| we have a detailed map of theprocess, data on key | | | | ability of aprocess to meet functional requirements. |
| input and output variables, an analysis of thecapability | | | | Several measures of capability exist. All of them are |
| of the process, refined project charter and plans | | | | compare theprocess standard deviation to the |
| wherewarranted by new information, and | | | | allowable range of variation asspecified by the |
| recommended actions to pick lowhanging fruits. | | | | customer. |
| Tools for Measure: | | | | |