sixsigmaZ » Six Sigma Resources Online

How To Use Value Stream Mapping To Select Lean Six Sigma Projects

admin — Thu, 27 May 2010 09:51:57 +0000

Value Stream Mapping (VSM) is a common tool used by Lean Practitioners to identify waste within a value stream. It is usually carried out in two stages: Current state – the ‘as is’ map of the process Future state – the vision for the future including all the Lean Improvements. A value stream map contains all flows of information and materials utilised within an enterprise from raw material right through to the customer. It typically contains: Information management e. g. Order processing, purchasing etc, Physical transformation e. g. Materials, logistics and production Intellectual property e. g. Improvement ideas, designs, project management etc.

Whenever there is a product, service or process for a customer there is a value stream in operation and lean practitioners can work on it to take out waste and improve effectiveness and efficiency.

What’s not commonly understood however, is that Value Stream Mapping, if carried out at a high level (typically at a business unit or for a product group), can prove to be a valuable tool to identify Lean Six Sigma projects. It is particularly useful because it helps provide Lean Six Sigma projects which are: Strategically Aligned Focussed on the key blockages (Theory of Constraints) Grouped into Powerful Clusters With a good balance between Lean and Six Sigma events

The event is usually facilitated by a Six Sigma Master Black Belt or experienced Six Sigma Black Belt and involves a mixture of line management, technical and process level participation. With good preparation it can usually be carried out in three or four days and provides a project blue print which can keep a local Lean Six Sigma Deployment going for six months or more. The high level process is shown below where it can be seen that the process begins with a review of high level business strategy. It then involves the executive team identifying and prioritising the value or revenue streams within the organisation. This is done by looking at volumes, revenues and profit information together with market and strategic inputs. This activity is followed by the actual value stream mapping event (current state and future state), the output of which is a detailed list of projects and events.

About SigmaPro. SigmaPro was set up in December 2000 in the USA as a management consulting firm specialising in the integration of Six Sigma, Design for Six Sigma, and Lean Improvement to optimise Shareholder Value. SigmaPro was founded by Dr. Douglas Mader, one of the leading visionaries and technologists in the Six Sigma field and personally involved in the development of Six Sigma at Motorola during the 1980’s. Dr Mader later worked for SSRI, and as a lead consultant for the American Society for Quality helped establish the way Six Sigma is practiced today throughout the world.

Since then, SigmaPro has grown to become a truly global player with offices in many parts of the world. Our collaborative approach allows us to share valuable insights and experiences across the SigmaPro network, whilst the independence of each area ensures localised products and services can be provided to our clients.

This combination ensures references unmatched by our competitors. SigmaPro’s fundamental business objective is to help organisations maximize shareholder value through the successful deployment of Six Sigma, Design for Six Sigma (DfSS) and the Lean approach. We have created a comprehensive portfolio of products and services, designed to enable rapid deployment of organisation-wide improvement efforts that generate a return on investment for your organisation.

We understand that improvement comes from the people involved in the process, and our approach to training and consulting enables you to create sustainable improvements, rather than us “fixing it for you”. We are 100% committed to providing you with the support, tools and methods necessary to stay ahead of the competition and maximise the effectiveness of your operations. Quite simply, we put your needs first

Mike is a highly experienced MBB and has worked in both manufacturing and financial services industries. Mike gives Six Sigma Consulting including :- Six Sigma Yellow Belt and Six Sigma Green Belt with SigmaPro UK

Thanks to http://businessprocess.ideasm8.com/how-to-use-value-stream-mapping-to-select-lean-six-sigma-projects/

Six Sigma and Small Business – A Winning Combination

admin — Tue, 18 May 2010 09:26:46 +0000

Mention Six Sigma to me and what comes to mind almost immediately is a method to control big business to implement. But even smaller companies are not prone to costly errors in time and asset management, customer service and accounting errors? So what’s the problem?

The cost is the biggest obstacle in the decision to implement Six Sigma process into a small business entity. Unfortunately, most consultants try a one-size-fits-all mentality when it comes to the implementation and the associated costs.

Fortunately, there are opportunities for small businesses the benefits of six sigma process to participate and reap the same revenue benefits increased.

Small Scale Focus

Small and medium-sized enterprises must try either consultants or consulting firms with the knowledge and know-how to implement the process in a cost effective way for the smaller unit. Many small businesses are family owned, trained, and would benefit most from one or two people in the 6 Sigma process and then they keep their certification current level of training.

Part of their work load is found to implement the necessary changes during the Six Sigma process and will ensure that all employees and be used effectively.

Selective Auditing

Another possibility is avenue Six Sigma trained and certified consultants come in an annual or biannual basis set to target the weaker or less productive areas of the retail audit company. Obviously, the stronger and more productive operation in as much need of six-sigma system and therefore the consultant may, on the business areas in which revenue generation is missing or is not to focus existent.

The certified consultants can then explain the necessary changes to the business owners and employees in order to ensure an effective transition.

Every company, large or small, can be of great benefit and improve their stroke by adopting and implementing the Six Sigma process. The scope and breadth of the system can be individually designed or any business unit, space and should not be discarded because of the higher price of across-the-board implementation costs.

The beauty of the Six Sigma system is its adaptability and flexibility, and this transfer in its actual implementation in each company’s business model. The small or medium business operators must find a Six Sigma consulting firm with the vision and insight to this application employ persistent on a small scale.

first seen on http://www.newbusinesssite.info/2010/05/six-sigma-and-small-business-a-winning-combination.html

Six Sigma Implementation tips for Success

admin — Sun, 04 Apr 2010 11:17:06 +0000

Six Sigma brings operational improvement to organizations where it is implemented. However, once the project is completed, it is necessary to sustain the advancements by continually monitoring and undertaking improvement initiatives. This helps companies to stay competitive as they fine tune their processes in these tough business times. Even though appropriate steps are taken, expected results are not always achieved in terms of employee morale and customer satisfaction. This brings to light that certain issues need to be addressed in order for success to be maintained.

For Six Sigma to be successful, there must be a strong foundation of support among all employees and management. All team members must understand the clear goals of the business as well as its current state. A common mistake made during implementation is the setting of timeframes and schedules which are not feasible. The result is that the time schedules are honored, but certain activities and processes which must be completed correctly and carefully are overlooked. This produces a result that seems like a speedy job, but the greater goals have not been achieved.

For the Six Sigma project deployment to be successful in a real sense, the aim should be to achieve a common objective shared by all. A team cannot bring about change in a short timespan. They have to communicate well to get the support of everyone involved. Further, they need to ensure that the pace of improvement activities is maintained. The entire workforce has to be galvanized to come together to achieve progress. If the systemic constraints that limited progress in the older system are not eliminated, new roadmaps, tools and techniques cannot make miracles. This would be a case of new vision with old constraints – making it difficult to achieve anything. Such roadblocks should be addressed in the beginning of the project, which will help boost morale and provide momentum to overcome all types of hurdles throughout the organization.

Successful management of large projects should allow for their division into smaller projects. This will allow team members to achieve short term goals, thus boosting their morale and confidence. Higher morale will lead to a greater chance for success and profits. Any initiative must be required to produce some measurable economic benefit, and care must be taken to assure that all processes are correlated to ultimate bottom line success.

Strong leadership in an organization is important as well, and is not defined by quantity, but quality. If change is to come to the company, each project needs to have leaders who can stimulate breakthroughs and transform cultures. Minimizing risk and bringing efficient change must be the goal. Upper management must understand and addresse these issues if expected results are to be achieved by the Six Sigma deployment.

By Craig Calvin

Despite What the Critics Say Six Sigma Does Work

admin — Sun, 04 Apr 2010 11:13:44 +0000

So many people believe that the only thing behind Six Sigma Methodology is a whole lot of hype and no actual usable information. Unfortunately for them, they may not be improving their bottom line by creating quality improvement projects with Six Sigma Training. Any company that has successfully worked with this program will tell you just how beneficial it really can be. They’ll help you to understand and determine which projects and processes are best for your organization and give you quantitative data instead of qualitative information that has no relevance or real application within a process improvement.

The companies that speak of these absurdities have obviously never tried Six Sigma Projects for their process improvement. Too many of them feel that crunching numbers isn’t going to achieve customer satisfaction. It’s too bad that most of them are wrong. Having an improved process is only possible when the data is quantified, and that can best be done through Six Sigma Projects. The improved processes will impress customers, address their concerns, and keep the business running in the best shape possible at all times.

It does not matter what your peers, friends or employees say, the point of every business is to provide a product or service to a customer, which will satisfy their needs. Your customers are certainly not going to complain about the fact that you are implementing a process to improve the quality of the products or services you are providing to them by eliminating the defects in the process. If you explain to your customers that you are looking to increase their satisfaction, by providing a better product or service, then they would be all for it.

Many individuals who are against Six Sigma do not have a real understanding of the methodology, and how it is integrated into your business. Others have been on unsuccessful Six Sigma efforts that most likely suffered from inadequate training or inexperienced project leaders. If these people had the proper training from Six Sigma experts they would have a much better understanding of how the methodologies can greatly benefit your company.

If you want to improve your quality, reduce the number of defects in your process, increase revenue, reduce expenses and improve customer satisfaction then you should seriously consider implementing Six Sigma at your business. Six Sigma can help you find out the true cause of your problems, and help you determine what the ideal solution to your problems is. The best people to decide whether or not Six Sigma is right for your business are the people who know your business best, not outsiders who have had either a bad Six Sigma experience or no Six Sigma experience at all.

By Craig Calvin

How Kaizen Events Help Six Sigma Projects

admin — Mon, 08 Feb 2010 11:48:56 +0000

The word “Kaizen” is used in industry to represent a group on a draft rapid continuous improvement. The word is actually Japanese for “gradual improvement”.

Kaizen events are often carried out in processes of lean manufacturing. There are several ways in which they are made, but usually begins with a mission or a goal. For example, in a history of food, “tail of the checkout line to reduce 6-3 minutes. Another example would be”To increase the revenue for the hardware products from 6% to 8%.

As you can see, defining the goal. It is not just “hardware to increase the revenue of the product. There is also a definite point of departure and arrival times, as every Monday and end on Friday with the results.

Kaizen events are not created projects for long. Often have the word “Kaizen blitz, because the effort to improve summarized in a short time. It could have, in the example above, a grocery store4-6 people spend 100% of their time for 5 days to resolve the problem of the queue, and the fifth day, waiting to have met the goal of 3 days.

Some companies are doing kaizen events as stand-alone initiative. In other words, is not formal, Lean Manufacturing, Six Sigma program, but Kaizens must be executed as an instrument of general improvement.

Almost all initiatives include Lean Manufacturing kaizen events. ‘re A natural supplement that is the path to Lean Manufacturing implemented fairly fast for a model called PDCA (Plan-Do-Check-Act). After being implemented lean manufacturing to the economy, driving Kaizen events to drive the waste out of the system and the value inside.

There are also use traditional ways to find the Kaizen event. For example, Six Sigma is a methodical approach to continuous improvement, often using advanced statistical concepts and design of experiments. However, during a period of six –> Project Sigma, could a good reason to use a Kaizen event. As a small example: Suppose that a bank will seek to increase their drive-up traffic and the percentage of the total. Six Sigma would analyze all the latest methods and results, such as the various methods and procedures and issues arising therefrom. They would have to direct mail and e-mail marketing efforts demographics and different distances. Theteam of Six Sigma to determine who can bePosition is to avoid drive-by drop-in.

A Kaizen event could be used to drive quickly to improve the disadvantaged position. The team could brainstorm as lighting and signage improvements. They could be a sign of the place of “Free” or “Free $ 50 for new accounts.” During the five-kaizen day may be experienced all kinds of different changes until one is found. The fifth day, reporting back to the team in Six Sigma Kaizen Black Belt, and take it fromthere.

Combining Lean Manufacturing and Six Sigma methodologiesallows for maximum improvement. The term for this combination of continuous improvement effort is often referred to as “Lean SixSigma.” Lean Six Sigma requires extensive know-how of two types of continuous improvement disciplines must be mastered, but as soon as you are, the company can to address the problems with the right tools, rather than trying to solve with half of a toolbox.

How to Destroy Innovation Without Six Sigma

admin — Fri, 05 Feb 2010 17:12:46 +0000

In order to stay competitive, get the same (or more) done with the resources you have, retain clients and attract new ones, innovation is required. True innovation is finding a NEW way of doing something. You don’t have to be an expert in CQI, Six Sigma or LEAN to know that the 300 year old candles industry hadn’t changed much until someone innovated it into a colorful, aromatic multi-billion dollar business.

If you’d prefer to play it safe, try this Innovation Killer: “Who else has done this?”

It seems that few organizations want to be the first at anything. Many of my clients look at my existing client list to see who else like them has hired me. The fear of being the first stops many CEO’s and Managers from true innovation. If you ask someone to ‘prove it’ first, you don’t have to take a chance.

A genuine breakthrough won’t have a history to prove that it works. Try using the logic of what could be based on what you know. So rather than looking at what you know to be true, encourage your people to look at what could be true.

What if we typed only using our thumbs? You’d have Blackberry.

What if we made one cup of coffee at a time? You’d have Kuerig.

What if we received a signal from a global satellite? You’d have GPS.

Jumping into the unknown is the way to innovation. No matter – what people call it -Brainstorming, Greenlighting, or MindMapping, the goal need to be to nurture ideas rather than kill them. Because I work with teams who want to do this better, I can ell you that it’s tricky business and often counter intuitive and counter to the organizational culture. But if you want to turn the future into an innovative and attractive reality, allow people to create the proof leaders need to make that innovative commitment

Joni Daniels – first seen on http://baltimore.citybizlist.com/yourcitybiznews/detail.aspx?id=67038

When Corporate Politics Hinder Six Sigma Success

admin — Wed, 06 Jan 2010 10:46:50 +0000

The goal of Six Sigma is to properly implement process improvement strategies by doing everything that is learned in Six Sigma Certification to achieve the desired end result. However, the very first step that you are taught during your Six Sigma Certification is how to deal with change management and get everyone that has a vested interest in the company on board with the process improvements that will be taking place before you even begin. This is the point at which corporate politics can come into play and make a huge difference in the overall success of Six Sigma Projects.

Corporate politics include everything from policies and procedures to even just over management that isn’t as accepting of change as everyone else in the company might be. By generating that support, you are making a much more forward moving process out of your improvements and your Six Sigma Projects, because you are convincing people and teaching people that change is acceptable and okay under any circumstance. When you actually have a qualified use for Six Sigma Projects, you are much more hindered in your success by little things like corporate politics and people putting up resistance change.

Fortunately, Six Sigma Certification teaches that change is a good thing and will train you on how to properly handle change management. This includes working with people to get them to understand why change is happening and that change is a positive thing and not something that they should be concerned about. Even though it might seem like you can go on with the project without that support the continued improvement after the process has been completed will not be nearly as successful, if you don’t have the full support of everyone who was involved in the company.

Before you embark on any Six Sigma Project, you need to take the time to allow yourself to work with change management and help people to understand that it’s okay when things change in the company so that once you begin the process you won’t have to worry about these little things that can get in the way. By allowing yourself the time and effort put forth in this process, you will be much more effective in your overall outcomes, because you will have the support of the entire company behind the changes that you are implementing. When you are trying to improve your business in a way that will offer benefits to everyone, having to worry about little things like corporate politics can seem tedious but they are part of the process that you must handle properly before projects can be started.

Tony Jacowski is a quality analyst for The MBA Journal. Aveta Solutions – Six Sigma Online (http://www.sixsigmaonline.org ) offers online six sigma training and certification classes for lean six sigma, black belts, green belts, and yellow belts.

Top 10 Six Sigma Process Mapping Tools

admin — Wed, 09 Dec 2009 09:52:35 +0000

I’m sure many readers are trying to figure out how we came up with the “top 10” process mapping tools. How can we make such claims? And how can anyone say which process mapping tools are best? We can’t. The title does indicate “Six Sigma Process Mapping Tools”. I want to drive the message home that all the process mapping tools we’ve listed here are part of most if not all DMAIC or DFSS (DMADV for the purists) Black Belt training. Most are even covered in Green Belt training.

Before we get into the top process mapping tools we’ll begin with some key questions that help determine which is the best tool for your specific need.

Who are the team members or stakeholders? Who has a voice and can provide input?
What does the team consider the most important
Uncontrolled Input Variables in the process?
How were the Customer Requirements decided?
Does this map reflect the current process or the one we want to create?
Where are the measurement points in the process?
What does your Control Plan include at this time?
Where are the areas to be reworked identified?
What are the non-value added processes?
How many Input Variables did you identify (on average) per step ?
What is the next step for the team?

One of the items I highlight when mapping a process is to find the CTSs (Critical to Satisfactions) which will drive the CTQs (Critical to Quality), which finally, will drive the CTDs (Critical to Delivery)

Takeaways from process mapping: No matter which process map best suits your needs, shouldn’t they all be visual, graphical, and practical? Easy to read for everyone from “big animal pictures” for executives to complex inter-relational diagrams (yes Venns are OK sometimes) for rocket engineers.

What is the tool?

- Graphical illustration of the process to produce the product

When do you apply process mapping?

- Starting in the “Design” phase and updating throughout

What will the tool identify?

- All value-added and non-value-added process steps

- Input Variables (X’s)

- Output Variables (Y’s)

- Data Collection Points

What comes out of the Process Map?

- Output Variables to track

- Input Variables to put into the C&E Matrix and FMEA

- Input Variables that will need to be controlled

- Possible non-value-added process steps

- Systems needing measurement studies

Here are the Top 10 Six Sigma Process Mapping Tools

1. Block Diagrams

2. Conventional Flowchart

3. Affinity Diagrams

4. Swimming Lanes

5. SIPOC – Supplier, Input, Process, Output, Customer

6. Value Stream Mapping

7. Control Plan or Preventive Maintenance Plan

8. Fishbone – Ishikawa diagram

9. C&E Matrix

10. FMEA

1. Block Diagrams

The most simplified form of process mapping, and often the first breaks down the process into boxes and simply show what goes in and what comes out, also driving the next box. Block diagrams are often used in IPO (simplified SIPOCs that prepare the process for the C&E matrix).

Process Block Diagram

2. Conventional Flowchart

Didn’t we all learn this in our first computer classes in high-school? While we think these are best for describing software algorithms, they are still commonly used to map processes.

Flowcharts are specifically decision-making tools.

Conventional Flowchart

A typical flowchart from older Computer Science textbooks may have the following kinds of symbols:

Start and end symbols

Represented as circles, ovals or rounded rectangles, usually containing the word “Start” or “End”, or another phrase signaling the start or end of a process, such as “submit enquiry” or “receive product”.

Arrows

Show the flow or direction of the algorithm or process. An arrow coming from one symbol and ending at another symbol represents that control passes to the symbol the arrow points to.

Processing steps

Represented as rectangles. Examples: “Add 1 to X”; “replace identified part”; “save changes” or similar.

Input/Output

Represented as a parallelogram. Examples: Get X from the user; display X.

Conditional or decision

Represented as a diamond. These typically contain a Yes/No question or True/False test. This symbol is unique in that it has two arrows coming out of it, usually from the bottom point and right point, one corresponding to Yes or True, and one corresponding to No or False. The arrows should always be labeled. More than two arrows can be used, but this is normally a clear indicator that a complex decision is being taken, in which case it may need to be broken-down further, or replaced with the “pre-defined process” symbol.

3. Affinity Diagram

An affinity diagram is a fun team process mapping tool where you use different color “post-it” notes and simply paste them on a wall or board. Post-it notes are great as they don’t adhere permanently, allowing the facilitator to move them around, add some, remove some, in order to see “what if” scenarios and basically keep everyone on the cross-functional team happy.

Affinity Diagram

Affinity diagrams provide a visual grouping of Client/Customer needs and help categorizes customer needs into abstract needs at highest operational levels while the lower levels contain more detailed, operational statements.

Affinity diagram exercises are team activities. Don’t forget to use different colors to represent different roles, gates, bottlenecks, etc.

How to Prepare and Affinity Diagram With Your Team:

1. Start with large list of Client/Customer needs

Have each need posted on an adhesive note on a large surface

2. Working silently and simultaneously, have each team member move needs into logical groupings

3. After notes are grouped, discuss groups and assign headings

4. Team may need to take general needs and split it into two or more specific needs

5. Take less important needs and group those that belong together meaningfully

4. Swimming Lanes

This is a great serial mapping process where the map is outlined horizontally and different teams or departments lie parallel and represent different swimmers (picture an Olympic swimming competition) of the process. As soon as the process flow-down goes into another department, then the process changes lanes.

Swimming Lanes

This is a simple process-mapping tool that identifies clear-boundaries with who does what and shows clear hand-off process points to another team or stakeholder.

5. SIPOC

The SIPOC Identifies

Major tasks and activities
The boundaries of the process
The process outputs
Who receives the outputs (the customers)
What the customer requires of the outputs
The process inputs
Who supplies the inputs (suppliers)
What the process requires of the inputs
The best metrics to measure

Supplier – Know and work with your supplier. Help your supplier improve.

Input – Strive to continually improve the inputs. Make it easier to get it right the first time.

Process – Describe the process at a high level, but detailed enough so that an executive or a lay person would understand. Mistake-proof the process. Know it inside out. Know what works. Eliminate what doesn’t

Output – Strive to continually improve the outputs. Be the best with metrics!

Customer – Keep the customer’s requirements in sight. Stay on target. Remember the Critical to Satisfactions (CTS’).

The great thing about the SIPOC is that it’s an excellent team building tool and I put emphasis on inter-departmental cooperation here. Mapping processes at a high level is more than just writing ISO instructions or making flashy “Visios”. I love the sound of crickets in front of eight noisy people in a closed room brought on by their awestrickeness when they see how long it takes to map a SIPOC – and that’s me doing it for them on the white board not really understanding in great detail what their individual tasks are.

SIPOC Steps

We need to get a 50,000 ft. view of the process first
Identify the process in simple terms
Identify External Inputs (raw materials, employees, etc.)
Identify the Customer Requirements (Outputs) (required temperatures, lot numbers, etc.)
Make sure to include all value-added and non value-added steps
Include both process and product output variables

SIPOC Airline Example

Once you have an agreed upon and more importantly, understood, SIPOC – understanding the SIPOC implies that you can easily identify opportunities for improvement – you can proceed to the next step in process mapping.

6. Value Stream Mapping

A Value Stream Map is a visual tool used to document the flow of products or services through a system. A value stream is all of the actions required to change raw materials into a product delivered to the customer. The VSM differentiates the value-adding activities of a system from the non-value-adding ones. Recording the time taken for each activity shows what percentage of valuable time an object or person spends in a system. Any non-value-adding time indicates an opportunity for possible improvement within the system. The VSM shows the process flow from order to delivery and includes – a) information & material flow, b) product throughput & cycle times, c) resources utilized, d) value added times and e) location of significant waste

How To Value Stream Map

Identify the target product, product family, or service.
Draw a current state value stream map, which shows the current steps, delays, and information flows required to deliver the target product or service. This may be a production flow (raw materials to consumer) or a design flow (concept to launch). There are ‘standard’ symbols for representing supply chain entities.
Assess the current state value stream map in terms of creating flow by eliminating waste
Draw a future state value stream map.
Implement the future.

Value Stream Map

Where is it used?
Value stream mapping is a helpful method that can be used in Lean environments to identify opportunities for improvement in lead time.

Although value stream mapping is often associated with manufacturing, it is also used in logistics, supply chain, service related industries, healthcare, software development and product development.

In a build to the standard form Shigeo Shingo suggests that the value-adding steps be drawn across the centre of the map and the non-value-adding steps be represented in vertical lines at right angles to the value stream. Thus the activities become easily separated into the value stream which is the focus of one type of attention and the ‘waste’ steps another type. He calls the value stream the process and the non-value streams the operations. The thinking here is that the non-value-adding steps are often preparatory or tidying up to the value-adding step and are closely associated with the person or machine/workstation that executes that value-adding step. Therefore each vertical line is the ‘story’ of a person or workstation whilst the horizontal line represents the ‘story’ of the product being created.
Hand drawn versus tools
The goal is to create a map, with minimum delay, while observing the target process in situation. Thus, value stream maps are usually drawn by hand in pencil to keep the mapping process simple and allow for simple correction.

7. Control Plan or Preventive Maintenance Plan

Usually begun after the value stream map or other high-level map has been completed (SIPOC) and items such as measurement techniques or operating specifications (min/max, TAKT times, etc.)

Control Plan

8. Fishbone – Ishikawa

Is a fishbone a process mapping tool? Sure it is. Though most people think of the fishbone or Ishikawa diagram like a root cause analysis tool or way of finding out what went wrong when and where, it does get a team consensus as to what went wrong and helps highlight “wrong” ways of doing things that result in defects.

Ishikawa or Fishbone Diagram

People: Anyone involved with the process

Methods: How the process is performed and the specific requirements for doing it, such as policies, procedures, rules, regulations and laws

Machines: Any equipment, computers, tools etc. required to accomplish the job

Materials: Raw materials, parts, pens, paper, etc. used to produce the final product

Measurements: Data generated from the process that are used to evaluate its quality

Environment: The conditions, such as location, time, temperature, and culture in which the process operates

9. Cause & Effect Matrix (C&E)

The C&E matrix can use the SIPOC or IPO to drive the matrix. All C&E matrices must link to an existing process. Why create a Cause & Effect matrix for no existing process? It’s very important to capture the “as is” picture of things in order to see the “would be” or “should be”.

Cause & Effect Matrix

Having a C&E matrix that doesn’t link to a process simply indicates it was completed by an individual, not a cross-functional team. For those who feel that team process mapping efforts are a waste of time, ask yourself if you really think you know everything that’s going on in other departments or that you have mastery of every process. Bringing other stakeholders will ensure that every point of view is considered.

The C&E matrix is actually a simplified Quality Function (QFD) tool used in Design for Six Sigma (again DMADV for the purists out there) that:

Relates the Key Inputs to the Key Outputs (Customer Requirements) using the process map as the primary information source
Key Outputs are scored as to importance to the customer
Key Inputs are scored as to relationship to key outputs

Some common C&E matrix outputs:

Pareto of Key Inputs to investigate using Designed Experiments
Pareto of Key Inputs to evaluate in the FMEA
Input into potential sources of variation for Robust Design
Input for developing the Process Control Plan

Team steps to completing the Cause & Effect Matrix

Identify key customer requirements (Outputs) from SIPOC or Value Stream Map
Rank order and assign priority factor to each Output (usually on a 1 to 10 scale)
Identify all process steps and materials (Inputs) from the Process Map
Evaluate correlation of each input to each output

Low score: changes in the input variable (amount, quality, etc.) have small effect on output variable

High score: changes in the input variable can greatly affect the output variable

Cross multiply correlation values with priority factors and sum for each Input

First Pass

- Place the Outputs across the top of the matrix and rank

- Place the process steps down the side of the matrix

- Correlate process step to Outputs

- Pareto the process steps

Second Pass

- Start a new C&E Matrix with the Inputs from the top three or four process steps

- Recommended when first starting a project

-Focuses the efforts and gives the team a feeling that they’re working on the important process steps first

-Gives you a running start at the FMEA and area to focus for Robust Design

10. Failure Mode Effects Analysis (FMEA)

The FMEA identifies ways that a product or process can fail and helps mitigate actions to remove inherent failure modes before they ever occur. The FMEA assumes that the process is in control and capable of meeting the process spreads used in the design.

- It also assumes that material, and components are performing as specified in the design documentation.

- Failures can be caused by:

Unclear specifications

Inadequate knowledge of environmental conditions

Insufficient Analysis, Modeling and Simulation

Poor Design

Insufficient Testing

Not designing for process requirements

- Controls are related to the design process:

Prevention – Analysis, Simulation and Modeling

Detection – Prototype Testing, Design Verification Testing, Reliability Testing

Failure Mode Effects Analysis (FMEA)

The FMEA approach:

- Identifies the ways in which a product can fail

- Estimates the risk associated with each failure mode

- Rank orders the failure modes to prioritize the design teams efforts

- Tracks corrective actions and provides a permanent record for subsequent design and process FMEAs

How to Complete an FMEA

Develop a block diagram of the Design Item / Function being analyzed. This can be a product, system, sub-system, and or component
For each Design Item / Function, determine the ways in which it can fail (Failure Modes)
For each Failure Mode associated with the item, determine Effects of the failure on the customer

- Remember the internal customers!

Identify potential Causes of each Failure Mode
List the Current Design Controls for each Cause or Failure Mode
Create Severity, Occurrence, and Detection rating scales
Assign Severity, Occurrence and Detection ratings to each Cause
Calculate the RPN for each Cause
Determine Recommended Actions to reduce high RPNs
Take appropriate actions and recalculate RPNs

FMEA Output – The Risk Priority Number (RPN)

The output of an FMEA is the Risk Priority Number

The RPN is a calculated number based on information you provide regarding

- the potential failure modes,

- the effects, and

- the current ability of the design process to detect the design failures before reaching the customer

It is calculated as the product of three quantitative ratings, each one related to the effects, causes, and controls:

RPN = Severity X Occurrence X Detection

Process Mapping Summary

I want to conclude by suggesting that all processes you map, should be able to indicate which key metrics to measure and report. Here are some pointers for the not so obvious.

Measure things that matter – to our customer (Critical to Satisfaction)
Measure consistency reduce and understand variation (Critical to Quality)
Monitor and evaluate performance (Critical to Delivery)
Measure conformance to the process
Identify improvement opportunities
Make your metrics practical and graphical
The right metrics drive the right behaviors

What is Six Sigma?

admin — Sun, 11 Oct 2009 09:48:23 +0000

Six Sigma is more than just Statistical Process Control. Let’s face it anyone who says Six Sigma is just about SPC, DPM, DPMO, cost-reduction and bell curves just doesn’t get it. Six Sigma is about a way of life. A workplace warrior’s way. SixSigmaZ.com can lead the way for your management and leadership teams, using your team’s existing tools and our innovative tools and process metrics to promote team spirit and overall positive work culture

Welcome to SixSigmaZ.com

admin — Sun, 11 Oct 2009 09:46:32 +0000

SixSigmaZ.com is your online resource for quality assurance and operational excellence in the workplace. With our over ten years in quality management systems ranging from ISO 9000 to Six Sigma, SixSigmaZ.com offers real life advice and consulting from small to midsized companies to large enterprise management models. From building property management to software testing to project management to key management training SixSigmaZ.com management consultants will help you excel in your Six Sigma projects.

What is Six Sigma?

sixsigmaZ » Six Sigma Resources Online

How To Use Value Stream Mapping To Select Lean Six Sigma Projects

Related Posts

Six Sigma and Small Business – A Winning Combination

Related Posts

Six Sigma Implementation tips for Success

Related Posts

Despite What the Critics Say Six Sigma Does Work

Related Posts

How Kaizen Events Help Six Sigma Projects

Related Posts

How to Destroy Innovation Without Six Sigma

Related Posts

When Corporate Politics Hinder Six Sigma Success

Related Posts

Top 10 Six Sigma Process Mapping Tools

1. Block Diagrams

2. Conventional Flowchart

3. Affinity Diagram

4. Swimming Lanes

5. SIPOC

6. Value Stream Mapping

7. Control Plan or Preventive Maintenance Plan

8. Fishbone – Ishikawa

9. Cause & Effect Matrix (C&E)

10. Failure Mode Effects Analysis (FMEA)

Related Posts

What is Six Sigma?

Related Posts

Welcome to SixSigmaZ.com

Related Posts