Method Key Points Bottom Line Robust methodology for improving existing DMAIC processes, focuses on preventing defects DfSS Robust methodology for designing new processes/ products/ services or redesigning entitled processes Core Methodology Major Effort/ SOAR Initiative, Complement DMAIC Lean TOCI 8-D Kepner- Tregoe Problem Analysis Other Methods to consider Robust methodology for improving existing processes through elimination of waste and bottlenecks, focuses on product/ service value stream Compact Methodology for improving existing processes, focuses on improvement of small, previously-identified "quick hits" Compact methodology for improving existing processes, focuses on containing problems and eliminating special cause Compact methodology for improving existing processes, focuses on determining why an variance from the expected result is observed Theory of Constraints, TRIZ (Inventive Problem Solving), KT Situational Appraisal, KT Decision Analysis, KT Potential Problem Analysis Major Effort/ SOAR Initiative, Complement DMAIC Resolving a quick find, en lieu of DMAIC Eliminating special cause, Within DMAIC Measure/ Analyze or Stand-alone Eliminating special cause, Within DMAIC Measure/ Analyze or Stand-alone Varies
CONTROL / VALIDATE IMPROVE / OPTIMIZE ANALYZE / CHARACTERIZE MEASURE / IDENTIFY DEFINE Six Sigma - DMAIC Six Sigma - DfSS LEAN PHASE Activities Tools Activities Tools Activities Tools Identify Customer, Stakeholder and Process Owner Requirements; Problem Statement, CTQ, Big Y Musts, Wants, Constraints, Scope, Timing Interview, Survey, QFD, Kano Analysis, Process Maps, CTQ Flow Diagram, SIPOC, Team Charter, Customer Needs Matrix, Affinity Diagram, Data Mining Project Initiation (Define Strategic Objectives); Develop Project Scope (ID Deliverables, Clarify Financial Benefits); Project Planning/Management (ID Resources, Complete Project Charter, Timeline); Identify the Customers (Target Segments, Internal vs. External, Stakeholder Analysis, Customer Prioritization); Cross Functional Team Formed Project Roadmap, Thought Process Map, Charter, Multigeneration Plan Identify Customer, Stakeholder and Process Owner Requirements; Problem Statement, CTQ, Big Y Musts, Wants, Constraints, Scope, Timing Interview, Survey, QFD, Kano Analysis, CTQ Flow Diagram, SIPOC, Process Maps, Team Charter, Customer Needs Matrix, Affinity Diagram, Data Mining Define Performance Standard Baseline ; Baseline DPMO, Sigma, COPQ Opportunity, KPOV Identification; Validate Measurement System (POVs); Determine Product Capability Z-Tables, Pareto, SPC Charts, Normality Tests, Process Maps, RTY, FMEA, MSA, Hypothesis Tests, Time Series Plots, Checksheets, Minitab (Quality Tools), Sample Size, Normality Tests Identify what is important to the customer; Translate Customer Requirements to Critical to Quality Parameters; Prioritize Critical to Quality Parameters and Establish Acceptable Range; Perform Competitive Assessment; Determine Measurement Protocols, Needs, etc ; Identify Noise Variables at the Customer; Develop a product use profile Customer Research, Quality Function Deployment, FMEA, Opportunity Analysis, Benchmarking, Kano Models, Attribute Charts Define Current Performance "Baseline"; Define Current State; Validate Performance Objectives Value Stream Maps, Lean Assessment, Lean Metrics, Visual Management, Control Charts, Check Sheets, MSA; Takt Time, Cycle Time, Throughput Time, Benchmarking Define Performance Objective; Identify Variation Sources; Screen Potential s Benchmarking, Hypothesis Tests, Entitlement Analysis, Literature Review, FMEA, Hypothesis Tests, C&E Diagram, Regression, PMAP, Multivariate Study, SPC Charts, Sample Size, ANOVA, Concentration Diag., Normality Tests, COV, Screening, Conjoint Analysis, ANOVA, Full & Fractional Factorial DOE, Blocking, Multi-Vari Charts Formulate Concept Design; Identify Potential Risks; For Each Technical Requirement, Identify Design Parameters (CTQ s); Determine Relationships Between CTQ s and Part/Process Parameters (development of transfer functions); Establish Environmental Constraints Pugh Selection Matrix, Risk Assessment, FMEA, DOE, Identify Sources of Waste & Conjoint Analysis, Benchmarking, Assess Process Stability / House of Quality Matrix II, DfSS Capability Scorecard, Response Surface Methodologies 8 Wastes, Process Maps, FMEA, Video Process Maps, Spreadsheet Tools, Spaghetti Diagrams, Floor Layout, SPC, Breakdown Analysis, Pareto Charts Optimization Designs, Response Surface Discover Variable Relationships, Methods, Conjoint Analysis, X-factor Establish Operating Tolerances, Tolerancing, XY Relationship, MSA, Validate Measurement System (PIVs) Hypothesis Test Determine Process Capability, Flow-Up Process Capability to Customer Requirements and Identify Gaps, Optimize Design to Minimize CTQ Sensitivity, Allocate and Set Tolerances, Determine Potential Process Risks, Estimate Defect and Failure Rates, Develop Process Control Plan Capability Studies, FMEA, Components of Variation, DfSS Scorecard, Conjoint Analysis, Multi-Response Optimization 5S, Kaizen Events, Kanban, Total Productive Maintenance, Autonomous Attack and Eliminate Waste, Maintenance, Defect Prevention, Mistake Create Process Stability & Proofing, Andons, Jidoka, Line Balancing, Capability, Create Product / TOC/ Bottleneck Analysis, GTA, SMED, Service Flow, Allow Flexible / Mixed-Model Production, DOE, Customer Pull of Product / Cellular Design Cocepts, Point of Use Service, Establish Standard Storage, ABC Analysis, Heijunka, Work Work, Establish Performance Balancing, Man-Machine Charts, Standard Standards & Scheduling Time Analysis, Capacity Planning, Scheduling Implement Controls, Determine Process Capability; Validate & Translate; Audit Control Plans, SOPs, Reaction Plans, SPC Implementation, FMEA, Mistake- Proofing, Training (New Employee Training), Document Control System, Change Management; X-bar & R Charts, I & mr Charts, Attribute Data, Charts (p, np, u, c), Minitab (Quality Tools); Impact Validation (DPMO, COPQ, Big Y ); Audit Format Confirm the Business Model; Test and Validate Predictions; Set Process Standards and Specifications; Conform Process Capability; Implement Quality and Reliability Control Plan; Scale-Up and Commercialize Product or Process; Implement on-going Performance Monitors; Feedback for Continuous Improvement DfSS Scorecard, Statistical Tolerancing, Simulations, Field Testing; Control Charts, House of Quality Matrix III, Quality Plan SPC Implementation, FMEA, Mistake Implement Controls & Proofing, Training, Document Control Performance Measurement; System, Change Management; Impact Validate and Translate; Audit Validation (DPMO, COPQ, Dashboard Metric); Audit Format
CONTROL / VALIDATE IMPROVE / OPTIMIZE ANALYZE / CHARACTERIZE MEASURE / IDENTIFY DEFINE Typical Quick Hit Method 8-D K-T Failure Analysis Activities Tools Activities Tools Activities Tools PHASE Problem Definition, Project Scoping 4-Block, Stakeholder Analysis, D1 - Recognize a Need for 8-D SIPOC, In/Out Frame Tool, VOC and Establish a Team; D2 - Analysis, CTQ Tree Describe the Problem Business Data Analysis, Team Charter; Is/Is Not, Pictures, Problem Statement, 4-block Recognize a Problem Business Metrics and Process Monitoring Detail Current process, Establish Baseline, Identify Potential s Process Maps, & Effect Diagrams D3 - Develop Interim Containment Action (ICA) Containment Plan Describe the Problem (State Problem as an Unknown, Specify Problem) IS/ IS NOT Matrix, WHAT/ WHERE/ WHEN/ EXTENT (Distinction - Change) Matrix Determine Root s, Prioritize s for Action & Effect Diagrams, & Effect Matrix D4 - Define & Verify Root and Escape Point C&E Diagram, Process Maps, FMEA, 5 Whys, DOE, Conjoint Analysis, Historical Data Identify Possible s Process Experts, Process Maps, Data Analysis Tools, Fact- Finding Tools Develop Action Plan for Improvements Brainstorming, Pugh Matrix, Pilot Plan, PDCA Cycle, SWOT Analysis D5 - Choose & Verify Permanent Corrective Actions (PCAs) for Root & Escape Point; D6 - Implement & Validate Permanent Corrective Actions (PCAs) Mistake Proofing, Error Proofing, Machine Settings, Specifications, Evaluate Possible s SOPs, Visual Management, (Identify Most Likely ) Training, Implementation Plan, Action Item Table, Paynter Chart Possible Matrix, IS/ IS NOT Matrix Develop Implementation Plan, Develop Control Plan, Develop Communication Plan 4-Block, Communication Plan D7 - Prevent Recurrence; D8 - Recognize Team & Individual Contributions Mistake Proofing, SPC, Control Plans, SOPs; Communication Plan, Management Involvement Confirm the True DOE, Simulations, other active tests, tools of DMAIC Improve/ Control phases
Internal Environment Strengths Weaknesses List of Activities Major Minor Major Minor External Environment Opportunity Threat Attractiveness Probability of SuccesSeriousness Probability of Occurrence
Six Sigma Project Charter Template Project Name Business Unit Department Start Date Project Budget Project Stakeholder Name Contact Information Phone number e-mail Project Champion Process Owner Black/ Green Belt Team Members Process Name Product/ Service Description Objective Project Y Baseline Goal Entitlement Project Scope Statement Assumptions/ Constraints/ Risk Benefits Scheduale
Project Name Suppliers Inputs Process Outputs Providers of the Resource Resources Required Requirements High Level Process Description Process Deliverables What inputs are required Who supplies the input to enable the process 1 1 2 Start Process End
Customers GAPS Requirements Stakeholders Action Plan Timing Responsibility
Project Name Management Man Method Measurement Machine Materia
al Effect (Y)
Total Y 1 Y 2 Y 3 Y 4 Y 5 Y 6 Y 7 Y 8 Y 9 Y 10 Y 11 Y 12 Y 13 Y 14 Y 15 Project Name & Effect Matrix Rating of Importance to Customer Project Outputs Process Step Process Inputs 1 Process Step 1 0 2 Process Step 1 0 3 Process Step 1 0 4 Process Step 2 0 5 Process Step 2 0 6 Process Step 2 0 7 Process Step 2 0 8 Process Step 3 0 9 Process Step 3 0 1 11 0 12 0 13 0 14 0 15 0 16 0 17 0 18 0 19 0 2 21 0 22 0 23 0 Total 0 The role of and Effect Matrix is to identify the inputs for FMEA. The input variables with the highest total should be the first transferred to FMEA
Process/Product Failure Modes and Effects Analysis Process or Product Name Responsible Prepared by Date Process Step Failure Mode Failure Effects s Controls May be process step, general activity, functional area, or other rational grouping What is the potential failure or undesirable outcome for this area? If the failure mode occurs, what will the effect be? S E V What is/are the cause/s of the failure? O C C What controls are in place to prevent the cause from occuring or to detect that the cause has occurred? D E T use max SEV Action Resp Timing R P N What specific actions are Who will be accountable for required to improve the RPN implementing the change number When is completion of the action required or planned P S E V P O C C P D E T P R P N
Capability Summary Project Name Process or Product Name Responsible Prepared by Date Customer Requirement (Output Variable) Measurement Technique %R&R or P/T Ratio Upper Specification Target Lower Specification Cp Cpk Sample Size Date Actions Key Process Output Variable
Process Control Plan Process or Product Name Responsible Prepared by Date Process Sub Process Step Variable Specification/ Requirement Specification KPOV KPIV Characteristic LSL Target USL Measuremen t Method Sample Size Frequenc y Control Method Decision Rule/ Corrective Action
Impact Six Sigma Project Selection Grid Rating scale criteria should be defined and agreed to prior to rating the projects. Scale: 1-5 Project Name Effort Impact Prob of Success Range: 1-25 Desireability Index Proj # 1 Project A 5 4 4 3.2 2 Project B 2 3 4 6.0 3 Project C 3 5 4 6.7 4 Project D 3 2 3 2.0 5 Project E 3 1 2 0.7 6 Project F 2 3 5 7.5 7 Project G 5 1 3 0.6 8 Project H 2 3 1 1.5 9 Project I 1 5 4 20.0 10 Project J 4 4 2 2.0 6 5 4 3 2 1 Bubble Asse Bubble size indicat 0 0 1
essment Grid for Project Selection ates probability of success (large = high probability) 1 2 3 4 5 6 7 8 9 10 2 3 4 5 6 Effort
Six Sigma Project Selection Tool Descriptors High High Low Med Med Med Low Low High Weighting (weight can be changed based on business co 20% 10% 30% Project Business Impact Probability of Success Resources Required Project A 5 5 2 Project B 5 4 5 Project C 5 2 4 Project D 2 4 3 Project E 3 3 5 Project F 2 5 1 Project G 2 4 3 Project H 1 3 3 Project I 2 2 2 Project J 1 1 4
Rating < 3 Mos 5 GO 4 Mos 4 GO 5 Mos 3 Caution 6 Mos 2 Caution > 6 Mos 1 BEWARE onditions) click to 30% sort Time to Complete Total 5 3.60 3 3.80 5 3.90 5 3.20 3 3.30 1 1.50 1 2.00 4 2.60 4 2.40 5 3.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00