The Six Sigma DMAIC (Define, Measure, Analyze, Improve, Control) methodology can be thought of as a roadmap for problem solving and product/process improvement. Most companies begin implementing Six Sigma using the DMAIC methodology, and later add the DFSS (Design for Six Sigma, also known as DMADV or IDDOV) methodologies when the organizational culture and experience…
Both the Lean and the Six Sigma methodologies have proven over the last twenty years that it is possible to achieve dramatic improvements in cost, quality, and time by focusing on process performance. Whereas Six Sigma is focused on reducing variation and improving process yield by following a problem-solving approach using statistical tools, Lean is…
Design for Six Sigma (DFSS) can be accomplished using any one of many methodologies. IDOV is one popular methodology for designing products and services to meet six sigma standards. IDOV is a four-phase process that consists of Identify, Design, Optimize and Verify. These four phases parallel the four phases of the traditional Six Sigma improvement…
We know that everything in business is a process, right? Sales people have a list of companies and contacts that they work in a certain fashion to produce a sale, production receives an order and schedules the manufacturing, the product is built, packaged, shipped and invoiced. When the packing department has a problem with their…
Organizations are often challenged with managing seemingly unmanageable work volumes with available staff. At times, staff may feel overwhelmed with high work volumes, or underutilized during periods of low work volumes. When a management team finds itself confronting these issues, team members may ask the following questions: How can staff respond to internal and external…
Comparing and contrasting the way different disciplines and tools map to one another can help lead to a better understanding of each of the things being compared. This paper reviews a methodology called IDEALSM, which was developed and evolved by members of the Software Engineering Institute (SEI), and compares it with the Six Sigma DMAIC…
New London Hospital (NLH), a rural community hospital in New Hampshire, had been facing some long-standing challenges. In the radiology department, workflow and patient flow were not operating smoothly. Communication with the emergency department regarding patient preparedness was unclear, so patients often arrived unprepared and confused. Through a recent consulting engagement, the hospital received a…
Initially Six Sigma process improvement projects followed four phases: Measure, Analyze, Improve and Control. Today, some companies still omit the Define phase because a project’s definition is seen as mainly management work. Following this logic, the same might be true for Control: ensuring that the process improvements are implemented and monitored is only a business…
Many Six Sigma experts have expressed doubt that Six Sigma can be used effectively in small, or even in some medium-sized, organizations. However, while the approach to deployment must be modified, it is possible for small businesses to successfully implement Six Sigma. Here is how. At the outset, several givens must be in place: The…
Making a single DMAIC-DFSS roadmap elicits numerous coexistence and integration questions. Nonetheless, a combined core roadmap is possible.
Businesses need a framework for guiding the mobilization of an organization around its strategic plan. A “roadmap” enables everyone in the business to clearly understand each action and what decisions need to be made, who needs to make them and when.
A major advantage provided by the implementation of Six Sigma is changing the thought process from trial and error to Y = f(x). Most training programs for Six Sigma seem to focus on teaching the tools rather than driving home the importance of scientific problem-solving for process improvement. That is where breakthroughs really begin. One…
With its DMAIC (Define, Measure, Analyze, Improve, Control) roadmap, the Six Sigma methodology provides a structured and systematic approach to solve business and process problems. The related toolkit is a selection of proven tools and methods that– correctly applied – helps to determine, analyze and improve a problem. All well and good, however, inexperienced or newly…
Despite the growing awareness that the standard Six Sigma DMAIC toolkit can be applied to process problems in so-called transactional environments – as well as manufacturing – improvements to existing processes do not always involve just tweaking of “settings” in the process. This is because processes in transactional environments contain lots of what have come…
Several documented approaches are available for business and IT leaders to use when considering implementing the best practices of the Information Technology Infrastructure Library (ITIL), or the Software Engineering Institute’s capability maturity model integration (CMMI) or Lean Six Sigma as individual methodologies or frameworks. There also are some references that suggest how to use the…
Nine practical steps that focus on facts and data can provide a roadmap for business leaders at all levels on how to use the Six Sigma method to drive strategy implementation. 1. Start at the Finish Line: Define Strategic Objectives By far the worst use of Six Sigma is on non-strategic issues. Chartering projects with…
Many software organizations are beginning to use Six Sigma, and are finding that they need to rationalize its relationship to the standard software development life cycle process. A number of issues and alternatives arise when this need is addressed. Roadmaps and Software Development Life Cycles (SDLC) Six Sigma includes two complementary roadmaps. The first of…
As banking operations and check processing enters the 21st Century, so too the ways financial institutions design processes enters a new age. Long gone are the days of trial-and-error in bringing new products, services or technologies to market. Companies need to be able to implement solutions effectively – the first time – to provide superior customer…
iSixSigma-Editorial
Thomas Bertels
David Woodford
Karim Houry
David L. Hallowell
Robert Zisman
Massimo Appiotti
Tom Pyzdek
Victor Cascella
Aditi Gilman
Arne Buthmann
Chew Jian Chieh
Jeff Book
Gary A. Gack
Kimberly Watson-Hemphill