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.
A combination “case study and tutorial” illustrates Six Sigma use in an IT call center. It tracks a DMAIC project from inception through its five phases. The goal is to make a company more competitive and profitable. Third in a series of six parts.
A combination “case study and tutorial” illustrates Six Sigma use in an IT call center. It tracks a DMAIC project from inception through its five phases. The goal is to make a company more competitive and profitable. Fourth in a series of six parts.
Although they are not part of the typical DMAIC approach, organizations that use these tools can decrease the time needed to find solutions.
To find the most valuable Six Sigma projects – ones with the highest system-level leverage – can require systems thinking and tools like the causal loop diagram, which supplies much more information than the usual cause-and-effect analysis.
There is no discipline within fishbone analysis to validate the (logical) connections between one element and another. The tests of can help valid those cause-and-effect relationships.
Cause-and-effect diagrams help identify factors (x’s) that may drive changes in a results variable of interest (Y). But when they are not enough, causal loop diagrams can convey causal interconnections that better reflect the way things are.
The causal loop diagram is an analytical tool that is seldom used in Six Sigma but nonetheless is still very valuable. It is a foundational tool used in system dynamics, a method of analysis used to develop an understanding of complex systems.
If too much emphasis is placed upon efficiency in service processes, effectiveness and quality may suffer. For an organization to achieve the best Lean improvement in service processes, efficiency and effectiveness need to be appropriately balanced.
The cause-and-effect diagram, or fishbone, and SIPOC can be used to help find the root causes of defects with speed and accuracy, especially when the improvement project is in a process that the project leader has little to no experience.
Through a two-year Six Sigma project, the Department of Defense Acquisition and Technology Programs Task Force (ATP TF) coordinated a revision to a joint weapon system safety review process that provided a 59 percent reduction in cycle time.
While most companies are using similar techniques informally, cause-and-effect analysis combined with design of experiments can provide real data to help a company decide how and where it can best allocate the funds to improve its business processes.
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.
In an era of high competition, with many companies facing a less-than-certain future, the need to increase performance in the eyes of the customer has never been stronger.
The cause and effect (fishbone) diagram will help you visually display the many potential causes for a problem or effect. Don't be fooled by tool rules; Kerri Simon teaches you to modify the tool for your specific project and subject matter. Free templates are included so you can begin using this tool today.
With the complexity of many of the tools in the Six Sigma kit, it is easy to look at tree diagrams as simple and routine. Experience shows, though, that a few tips on avoiding pitfalls and making full use of benefits are worthwhile.
Six Sigma’s data-driven approach facilitates correlation of factors involved in the sales process and helps isolate specific ways to expand the potential for increasing sales. The end result is a significant source of ideas for improvement projects.
A medical center used Six Sigma to reduce nosocomial pressure ulcers by 60 percent, improving the patient care and resulting in an annual cost avoidance of $300,000.