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Posts Tagged ‘root cause analysis’

Basic Strategies for Avoiding and Overcoming Resistance

Every company runs into resistance that can slow down, or even rail, a new Lean Six Sigma initiative. That is why part of every executive's repertoire needs to be the knowledge, skills and tools to minimize the occurrence and impact of resistance.

Bridging Functional Silos to Achieve ‘Customer Impact’

Limiting the scope of the business process a Six Sigma project addresses may create problems when root causes outside the project scope are found. An approach using process mapping and risk analyses resolved this problem for one company.

Call vs. Online Chat: Switching Volume from One Channel to Another

A iSixSigma Discussion Forum exchange involved the manager of a call center who was interested in eliminating her organization’s “online chat” channel of communication and have all contact flow through the phones instead.

Current Reality Tree Helps to Identify Hidden Barriers

Lean Six Sigma projects are a learning journey and, unfortunately, can become delayed. In this case study, a project team made time to analyze progress slowdowns using a reality tree and was able to determine solutions for keeping projects on track.

Determine the Root Cause: 5 Whys

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.

Developing E-Learning the Six Sigma Way

In this real-world Six Sigma case study, a DMAIC project team reduces e-learning development time by 50% and saves almost $300,000 per year.

DFSS Drives Results for Financial Services Firms

Lean Six Sigma remains a popular and effective tool to improve efficiency in financial services operations. However, many financial institutions are finding that identifying and reducing incremental defect variability does not fully maximize the full spectrum of improvement opportunities. To…

Effective Brainstorming: Building an Opportunity Matrix

This methodology helps Belts to generate and rank potential root causes that may be impacting the process at hand.

Eight Basics of Lean Six Sigma for Manufacturing Firms

In today's competitive manufacturing environment, it takes more than quick fixes, outsourcing and downsizing to consistently achieve growth and profit objectives. For companies to grow they need to master eight basics of Lean Six Sigma.

FMEA: Tool for Process Documentation and Discovery

While the name of the failure mode and effects analysis (FMEA) concentrates on how a process fails, the real objective is to concentrate on assessing the effects and viable process controls for the root causes related to any given failure mode.

Going Beyond the 5 Whys

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.

How to Revive Your Lean Six Sigma Deployment

There are some simple steps Belts can take to reinvigorate a wilting deployment in less than a year.

ITIL and Six Sigma Make a Winning Combination for IT

The IT Infrastructure Library and Six Sigma have both been successfully employed to improve the quality of IT services. Many organizations are now coming to realize the value of combining the two to take advantage of each one's strength.

Lean Six Sigma to Reduce Excess and Obsolete Inventory

Excess and obsolete inventory write-offs are chronic supply chain problems costing businesses billions of dollars each year. Lean Six Sigma can be effective in addressing root causes, preventing costly year-end reductions in inventory.

Making the Case for FMEA in Managing Software Projects

A well-documented failure mode and effects analysis (FMEA) with robust action plans and implementation can help an organization avoid rework in software projects. FMEA can isolate weak steps, where things may go wrong and where to focus improvements.

Reducing Misdirected Calls in Automated Payment Systems

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

Reveal Assumptions and Find Root Causes with Webbing

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.

Root Cause Analysis, Ishikawa Diagrams and the 5 Whys

Root cause analysis (RCA) may be limited to brainstorming and not fully thought-through ideas. Incorporate Ishikawa diagrams along with the 5 Whys in order to maximize your RCA efforts.

Six Sigma for Software – More Than a New Tool

Six Sigma for Software is rapidly emerging as the new wave of change in Six Sigma and no wonder. It actually addresses the tools AND the root causes of the lack of needed change, management accountability and organizational behavior.

Solving the Dilemma Created by the No-Show Patient

Patients who fail to show up for their exams interrupt the scheduling process and disrupt the delivery system. Healthcare facilities must control no-shows to realize process efficiencies and minimize missed revenue opportunities.

Teamwork and Creativity Help to Identify Root Causes

Creativity and team management tools, often employed in solution finding, can also generate deep understanding of the process mechanics and help the team prepare for the distilling and data-based validation of the root causes of a problem.

Thinking Two Moves Ahead with Analytical Tools

A look at how two lesser-known tools – relations diagrams and systematic diagrams – can help identify root causes of problems and prepare practitioners for future changes.

Up Close with William B. Wark

William B. Wark’s career in government spans nearly 40 years, with time served in the U.S. Navy, the Department of Justice and the Federal Emergency Management Agency (FEMA). Yet his current role, as a member of the U.S Chemical Safety Board (CSB), may be his most valuable yet. Of the CSB’s work, Wark says, “I have never seen better leveraging of tax-payers’ dollars in the government in my life.”

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