Integrating Lean into an existing process-improvement framework can result in more high-impact, quick-hit projects. As this experience from one business shows, it's possible to bring in Lean tools without creating ripples in the Six Sigma structure.
The 5 Whys is a technique used in the Analyze phase of the Six Sigma DMAIC methodology. The 5 Whys is a great Six Sigma tool that doesn't involve a statistical hypothesis and in many cases can be completed without a data collection plan.
The most frequent response to a problem is to rush to find an immediate fix. A better approach is to eliminate the root cause so the problem will never recur. Six Sigma's root cause analysis provide an effective way to accomplish this goal.
A new tool – the Morris 5 So What anaysis – can aid Lean Six Sigma practitioners in understanding and communicating the value of potential solutions. The tool was orginally developed to help articulate project benefits to U.S. Army leaders.
This case study is an example of a Six Sigma breakthrough improvement in a Medical Transcription company in India.
Caught in an exploding market, the management of a media organization realized that improving the quality of printing of its newspaper was imperative to survival and progress. The organization used total quality management (TQM) to guide their work.
A DMAIC project at a telecommunications firm reveals the root causes behind the problem of having too many customer calls being misdirected from the automated payment system to call center agents.
Six Sigma practitioners looking to clarify a task or develop their strategic thinking skills may want to consider using webbing. Similar to the 5 Whys, it encourages questioning a process in order to break down assumptions and find new solutions.
Value stream mapping is hard work because it requires looking at a process as if every step is non-value-added and is costing the organization time and resources. The 5 Whys is an easy way to root out as many non-value-added steps as possible.
Improving customer service was the focus of two projects within the deployment of total quality management in a mid-sized newspaper in India. The projects involved adjusting advertisement deadlines and reducing the number of billing errors.