2013 Quality C agdDMAIC Define Tools

6 SigmaDMAIC

Define ToolkitMeasure Toolkit

04/28/2023 DEFINE Toolkit 1

Where can Six Sigma be Applied?Products and services

QualityDelivery times/ reliabilityProblem resolutionNew product launchProposal generation, Etc

Administrative process examples

Reduce invoice errorsUnderstand and reduce

collection delays and overdue payments

Customer serviceEmployee reviews

04/28/2023 Six Sigma Quality 2

• Asset utilization• Reduce inventories• Increase capacity,

productivity and efficiency of processes and resources – production lines, administrative functions, call centers, etc.

• New product and service design (DFSS)

• Commercial Relationships • Sales force effectiveness

Six Sigma can be applied to any process that can be measured… that is, to ANY process


Six Sigma offers Two Methodologies

DMAIC Define, Measure, Analyse, Improve, Control

DFSS Design For Six Sigma

Analysis and improvement of existing processes

Design of new processes, products and services

Process Improvement – DMAIC


Define and quantify customers’ needs and improvement objectives.

75 100 12550250 60

75 100 12550250 60

A

B

75 100 12550250 60

Measure the process and determine its performance and capability against the

customer needs.

Analyse the data to identify key process performance drivers.

Identify and statistically validate improvement opportunities.

Set the appropriate controls to ensure improvements’ sustainability.Control

Improve

Analyse

Measure

Define

75 100 12550250 60

Upper Limit

Lower Limit

Target


DMAICDMAICDMAIC

6σ MEA

SUR

E

ANALYZE

IMPR

OV

E

CONTROL

DEFINE

DEFINE Phase Toolkit1. Project Charter2. Stakeholder analysis3. SIPOC4. Rolled Throughput Yield5. Voice of Customer6. Affinity Diagram7. Kano Model8. Critical to Quality (CTQ) Tree9. Benchmarking


1. Project CharterA contract between the

organization’s leadership and the team to:

1. Clarify what is expected of the team

2. Keep the team focused3. Keep the team aligned

with the organizational priorities

4. Transfer the project from the champion to the team


2. Stakeholder Analysis

The Stakeholder’s analysis should identify the appropriate parties and develop a communications and commitment plan for each group

Typical stakeholders:ManagersPeople who work in the

processUpstream and downstream

departmentsCustomersSuppliers


3. SIPOC Process ModelsHigh-level Process MapsSupplierInputProcessOutputCustomer


Supplier

Process

Customer

INPUTS

OUTPUTS

4. Rolled Throughput YieldThe product of the yields of each step in a

process


A B C EDYIELD

95% 95% 60% 90% 90%

44%

processesstart finish

Voice of the CustomerTraditionalSurveysFocus groupsInterviewsComplaint systemsMarket researchShopper programsQuality Function

Deployment

Next GenerationSocial mediaEmpathic design

(design ethnographers)Customer scorecardsData warehousing and

miningCustomer/supplier

audits


7. Kano ModelNoriaki Kano developed a model to analyze

customer requirementsDissatisfiers, or BASIC requirements -

requirements that customer absolutely expect to be met

Satisfiers, or Variable Requirements – have a linear effect of customer satisfaction, the more you have, the more competitive you are

Delighters, or Latent Requirements - go beyond what customers expect (many, but not all, are free)


Kano Concept …

High LevelOf Attribute

Low LevelOf Attribute

Dissatisfaction

Satisfaction

Expected(Must Be)

Attractive(Wow Factor)

linear

Laptop Computer

Example

Hand-Held(compact)

Battery(long-life)

Robustness(bumps/drops)

8. CTQ TreeA CTQ tree is a tool that aids in translating

customer language into quantified requirements for a product or service


GoodCustomer

Service

KnowledgeableReps

Friendly Reps

Short Wait

Correct AnswersQuick answers

Uses customer’s namePolite

Short hold timeImmediate transfers

NEEDS

DRIVERS CTQs

9. BenchmarkingThe search for best practices that

will lead to superior performance“a race without a finish line”A process of measuring a

company’s process and product/service performance against those companies that consistently distinguish themselves in the same category of performance


http://www.kpmgconsulting.at/solutions/bilder/benchmarking.jpg


DMAICDMAICDMAIC

6σDEFINE

MEASUREANALYZE

IMPR

OV

E

CONTROL

Measurements Toolkit1. Data collection Plan

a. Data collection formsb. Prioritization Matrixc. FMEA

2. Control Charts3. Process Capability4. Process Sigma5. Frequency plots

a. Stratification6. Gage R&R7. Pareto charts8. Sampling9. Time Series Plots (Run Charts)

04/28/2023 Measure Tools 27

1. Data Collection PlanWhat questions do you want to

answer?Data

What type?Measure type/data type?

Operational Definition and ProceduresHow measured?Related conditions to record?Sampling notes?How/where recorded?

How will you insure consistency?Data collected at different times?Biases?


1a. Data CollectionIdentification of important variables

Y = f(X1, X2, X3, ….. Xn)

Y – process outputX – input and process variablesunderstanding the variation in Ys requires

data about the Xs.


1c. Failure Modes and Effects Analysis (FMEA)FMEA is a set of guidelines,

a process and a form to identify and prioritize

potential problems (failures).


1c. Failure Modes and Effects Analysis (FMEA)FMEA Steps:1. Identify the process or

product/service2. List the potential problems that could

arise (Failure Modes)3. Rate the problem for Severity (S),

Probability of Occurrence (O) and the Probability of Failure to Detect (D) on scale of (0-10)

4. Calculate the “Risk Priority Number” (RPN) and prioritize actions based on highest RPN

RPN=S x O x D5. Develop action plans to reduce risk


Will You Pass the Course?Risk Severity Probabili

tyFailure to Detect

RPN

Miss all classes 8 3 3 72Sleep through all classes

8 5 3 120

Spend all your free time in bars

8 1 8 64

Spend semester in New York rather than South Bend

10 1 3 30

Don’t study for final 9 6 8 432Don’t turn in any homework assignments

8 2 1 16


2. Control ChartsStatistical Quality Control

(SQC)Pioneered by Walter A.

ShewhartThe rigorous

application of statistics to help locate and analyze quality problems on the production line


Statistical Process Control (SPC)

The measurement and evaluation of variation in a processIdentify “out of control”

conditionsEvaluate process

changesOngoing alarm systems

Control = operating within a specific range of upper and lower control limits (UCL & LCL)


Control Chart


UCL

LCL

Mean

Trend

DEFECT

Shift … points above Mean

4. Process SigmaVery sensitive indicatorFocuses on defectsDistribution shifted +/- 1.5 sigma

Percent DPMO Sigma

93% 66,807 3.098% 22,750 3.599% 6,210 4.0

99.87% 1,350 4.599.977% 233 5.0

99.9997% 3.4 6.004/28/2023 Measure Tools 37

7. Pareto ChartsVilfredo Federico Pareto was a nine-

teenth-century Italian economist who studied the distribution of incomes in Italy and concluded that a limited number of people made the majority of the wealth.

Pareto-Lorenz maldistribution law: Cause and Effect are not linearly related – 20% or less of causes produce 80% of the effects.


8. SamplingData collection is expensive and time-

consumingSampling is collecting a portion of all data to

draw conclusionsMinimum sample sizes examples

Continuous data: n = (2s/d)*2Discrete data: n = (2/d)*2 x (p) (1-p)

d = precision, p = proportion, n = sample size, s = standard deviation


Your assignmentRead Chapters 5, 6, & 7 of Lean Six Sigma

Pocket Toolbook


Documents

2013 Quality C agdDMAIC Define Tools