Six Sigma analytic tools

一 Selecting The Best Approach

1.1 OBJECTIVES 
After completing this learning object, you will be able to determine the uses of Six Sigma analytic tools and the fundamental objectives for each of the five steps of the DMAIC process: Define, Measure, Analyze, Improve, & Control.


1.2 HANDLING IMPROVEMENT OPPORTUNITIES 
Not every improvement opportunity is the same. Some affect numerous departments and processes, require highly advanced and sophisticated analysis, and are led by a Black Belt. Other business improvement opportunities may be less complex, and can be handled by a team of Green Belts.

Since every improvement opportunity is not the same, the type of team assigned to every opportunity is not the same. Black Belt, Green Belt, Breakthrough, and Blitz teams are used to approach different opportunities.

And since opportunities and teams differ, it stands to reason that the approach employed by those teams differs as well. Certain types of problems require certain types of analytic tools. And only certain types of teams have the training to utilize particular types of analytic tools.


1.3 ANALYTIC TOOL SETS 
Motorola employs a variety of analytic tool sets to tackle a variety of problems. Each analytic tool set contains a defined, multi-phase process. And for each phase in the process, there is a set of specific activities, problem-specific tools and techniques, and a listing of key deliverables. These analytic tool sets include the following:
Ford Global 8D 
DMADV 
DMAIC 
DMADDD

1.4 FORD GLOBAL 8D TOOL SET PHASES
Ford Global 8D: This analytic tool set is used when an organization needs to bring performance back to a previous level. It addresses a “special cause.” Ford Global 8D is a problem-solving method used to close the gap.
Common Use:
Need to bring performance back to a previous level
What problem needs solving?(Define whether ford global 8D process is needed.)

---->>>who should help solve the problem?(Establish small team with process/product knowledge)

------>>>>how do we quantify symptoms?(describe & measure the symptoms of the cause)

------>>>>How do we contain it?(create temporary stop-gap)

---->>>>what's the root cause?(Detemine what's causing the symptoms)

------>>>>What's the permanent corrective action?(create strategy to permanently eliminate problem)

----->>>>>>How do we implement?(plan & implement corrective actions)

----->>>>How can we prevent this in the future?(change policies, practices, and procedures to permanently address problem.)

----->>>>>>>Who should we reward?(Celebrate team & individuals)

1.5 DMADV TOOL SET PHASES
DMADV (Define, Measure, Analyze, Design, Verify): Also known as DFSS (Design for Six Sigma), this tool set is used when an organization needs a new product, process, or service. Using this tool set, Black Belts optimize performance before production begins.
Common Use:
Need a new process, product, or service 
Used when a product, service, or process is required, but does not exist, or when an existing product, service, or process has been optimized using DMAIC but is still failing to meet customer requirements 
Also called DFSS (Design for Six Sigma)

Define:What is important?(Define:Define the project goals and customer deliverables (internal and external))---->>>Measure:How are we doing?(Measure the process to determine current performance )---->>>Analyze:What is wrong? (Analyze and determine the root cause(s) of the defects)---->>>>Design:How do we build it?(Design detailed processes capable of satisfying customer requirements)------>>>>Verify:how do we know it will work?(Verify design performance and capability)

1.6 
DMAIC (Define, Measure, Analyze, Improve, Control): Green and Black Belts employ this framework to drive business improvements that help an organization’s processes reach levels of performance never before seen.
Common Use:
Need to reach levels of performance never before seen 
Used when an existing product, service, or process is failing to meet customer requirements or is not performing adequately
Tool set used by Green Belts and Black Belts

Define -- What is important? Define the project goals and customer deliverables (internal and external)----->>>>Measure -- How are we doing? Measure the process to determine current performance------>>>>>Analyze -- What is wrong? Analyze and determine the root cause(s) of the defects------>>>>Improve -- What needs to be done? Improve the process by permanently removing the defects------>>>>>Control -- How do we guarantee performance? Control the improved process’s performance to ensure sustainable results

1.7 DMADDD TOOL SET PHASES
DMADDD (Define, Measure, Analyze, Design, Digitize, Draw-down): Part of Motorola’s Digitization effort, DMADDD is used to drive the cost out of a process by incorporating Digital improvements. These modifications can drive dramatic improvements in efficiency by identifying non-value tasks and using simple web-enabled tools to automate certain tasks. In doing so, employees can be freed up to work on more important duties.
Common Use:
Need to drive the cost out of a process and improve efficiee.

Define:where must we be leaner?(Identify potential efficiency improvements)------>>>>>>>>Measure:what's our baseline?(Analog touch points; Full time equivalents by task)----->>>>>Analyze:Where can we free capacity and improve yiedls?(Task elimination & consolidation ops.; Value add/non-value added tasks; Free capacity & yield)----->>>>>>Design:How should we implement?(Future state vision; Define specific projects; Define draw down timing; Define commercialization plans)----->>>>>Digitize:How do we execute?(Execute projects)----->>>>>Draw down:How do we eliminate parallel paths?(Commercialize new process; Eliminate prallel paths)

1.8 THE FOUR ANALYTIC TOOL SETS
Ford Global 8D: This analytic tool set is used when an organization needs to bring performance back to a previous level. It addresses a “special cause.” Ford Global 8D is a problem-solving method used to close the gap.
Common Use:
Need to bring performance back to a previous level


DMADV (Define, Measure, Analyze, Design, Verify): Also known as DFSS (Design for Six Sigma), this tool set is used when an organization needs a new product, process, or service. Using this tool set, Black Belts optimize performance before production begins.
Common Use:
Need a new process, product, or service 
Used when a product, service, or process is required, but does not exist, or when an existing product, service, or process has been optimized using DMAIC but is still failing to meet customer requirements 
Also called DFSS (Design for Six Sigma)


DMAIC (Define, Measure, Analyze, Improve, Control): Green and Black Belts employ this framework to drive business improvements that help an organization’s processes reach levels of performance never before seen.
Common Use:
Need to reach levels of performance never before seen 
Used when an existing product, service, or process is failing to meet customer requirements or is not performing adequately
Tool set used by Green Belts and Black Belts


DMADDD (Define, Measure, Analyze, Design, Digitize, Draw-down): Part of Motorola’s Digitization effort, DMADDD is used to drive the cost out of a process by incorporating Digital improvements. These modifications can drive dramatic improvements in efficiency by identifying non-value tasks and using simple web-enabled tools to automate certain tasks. In doing so, employees can be freed up to work on more important duties.
Common Use:
Need to drive the cost out of a process and improve efficiency








二 DMAIC

2.1 THE DMAIC PROCESS

The majority of the time, Black and Green Belts will approach their projects with the DMAIC analytic tool set, driving process performance to never-before-seen levels.

The DMAIC process contains five distinct steps that provide a disciplined approach to improving existing processes and products through the effective integration of project management, problem solving, and statistical tools.

Each step has fundamental objectives and a set of key deliverables, so you will always know what is expected of you and your team.

DMAIC stands for the following: 
Define opportunities 
Measure performance 
Analyze opportunity 
Improve performance 
Control performance

2.2 DEFINE OPPORTUNITIES 
How are we doing?
Define -- What is important? Define the project goals and customer deliverables (internal and external) 

Objective:
To identify and/or validate the improvement opportunities that will achieve the organization's goals and provide the largest payoff, develop the business process, define critical customer requirements, and prepare to function as an effective project team.

Key deliverables include: 
Team charter 
Action plan 
Process map 
Quick win opportunities 
Critical customer requirements 
Prepared team

2.3 MEASURE PERFORMANCE 
Measure -- How are we doing? Measure the process to determine current performance 

Objectives:
To identify critical measures that are necessary to evaluate the success or failure, meet critical customer requirements, and begin developing a methodology to effectively collect data to measure process performance.
To understand the elements of the Six Sigma calculation and establish baseline sigma for the processes the team is analyzing.

Key deliverables include: 
Input, process, and output indicators 
Operational definitions 
Data collection format and plans 
Baseline performance 
Productive team atmosphere 


2.4 ANALYZE OPPORTUNITY 
Analyze -- What is wrong? Analyze and determine the root cause(s) of the defects 

Objectives:
To stratify and analyze the opportunity to identify a specific problem and define an easily understood problem statement.
To identify and validate the root causes and thus the problem the team is focused on.
To determine true sources of variation and potential failure modes that lead to customer dissatisfaction. 

Key deliverables include: 
Data analysis 
Validated root causes 
Sources of variation 
Failure modes and effects analysis (FMEA) 
Problem statement 
Potential solutions 


2.5 IMPROVE PERFORMANCE 
Improve -- What needs to be done? Improve the process by permanently removing the defects 

Objectives:
To identify, evaluate, and select the right improvement solutions. 
To develop a change management approach to assist the organization in adapting to the changes introduced through solution implementation. 

Key deliverables include:
Solutions 
Process maps and documentation 
Pilot results 
Implementation milestones 
Improvement impacts and benefits 
Storyboard 
Change plans 



2.6 CONTROL PERFORMANCE 

Control -- How do we guarantee performance? Control the improved process’s performance to ensure sustainable results 

How do we guarantee performance? 
Objectives:
To understand the importance of planning and executing against the plan and determine the approach to be taken to ensure achievement of the targeted results.
To understand how to disseminate lessons learned, identify replication and standardization opportunities/processes, and develop related plans.

Key deliverables include: 
Process control systems 
Standards and procedures 
Training 
Team evaluation 
Change implementation plans 
Potential problem analysis 
Solution results 
Success stories 
Trained associates 
Replication opportunities 
Standardization opportunities