Looks like your company is focuing on utilizing Six Sigma to improve quality. First of all, the basic – Six Sigma focuses on voice of customer. You need to take a look at bigger picture of your business and measure the Cost of Poor Quality (inspections cost, rework cost, warranty costs,etc) of all products line in your company . Or, if the data is not readily available, then just focus on product line with most customer complaints and/or in-house rejects.
Once few worst product lines are identified, create a process flow chart for each product and determine all possible defects that can happen at each process steps.
For each possible defects put effort to implement corrective action. If there are too many possible defects, then some prioritization is needed so that your limited resources can focus on critical customer concerns.
The approach that I am describing is called Failure Mode Effects Analysis (FMEA). FMEA is recommended to be developed by a team of process experts, designers, engineering, quality, etc.
Then match all the existing “corrective actions” or reactive QA activities into the list of possible defects. Hopefully your team will identify some process where there are some possible defects without any preventive action. Those are where project teams can be formed and work on the preventive action of the possible defects. And while working on developing corrective actions the teams can be trained on DMAIC or DFSS, Kaizen methodology.
In the long run, you will have your critical defects prevented and groups of employees utilizing Six Sigma tools. Measure each team results using rework cost avoidance or reduction in warranty claims or similar dollar measurement. Reward them for effective corrective actions or initiatives.
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