Six Sigma Tools for Define

Method Key Points Bottom Line

DMAIC Core Methodology

DfSS

Lean

TOCI

8-D

Varies

Robust methodology for improving existing processes, focuses on preventing defects

Robust methodology for designing new processes/ products/ services or redesigning entitled processes

Major Effort/ SOAR Initiative, Complement DMAIC

Robust methodology for improving existing processes through elimination of waste and bottlenecks, focuses on product/ service value stream

Major Effort/ SOAR Initiative, Complement DMAIC

Compact Methodology for improving existing processes, focuses on improvement of small, previously-identified "quick hits"

Resolving a quick find, en lieu of DMAIC

Compact methodology for improving existing processes, focuses on containing problems and eliminating special cause

Eliminating special cause, Within DMAIC Measure/ Analyze or Stand-alone

Kepner-Tregoe Problem Analysis

Compact methodology for improving existing processes, focuses on determining why an variance from the expected result is observed

Eliminating special cause, Within DMAIC Measure/ Analyze or Stand-alone

Other Methods to consider

Theory of Constraints, TRIZ (Inventive Problem Solving), KT Situational Appraisal, KT Decision Analysis, KT Potential Problem Analysis

Six Sigma - DMAIC Six Sigma - DfSS LEANPHASE Activities Tools Activities Tools Activities Tools

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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, Multi-generation 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 Causes

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, Conjoint Analysis, Benchmarking, House of Quality Matrix II, DfSS Scorecard, Response Surface Methodologies

Identify Sources of Waste & Assess Process Stability / Capability

8 Wastes, Process Maps, FMEA, Video Process Maps, Spreadsheet Tools, Spaghetti Diagrams, Floor Layout, SPC, Breakdown Analysis, Pareto Charts

Discover Variable Relationships, Establish Operating Tolerances , Validate Measurement System (PIVs)

Optimization Designs, Response Surface Methods, Conjoint Analysis, X-factor Tolerancing, XY Relationship, MSA, 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

Attack and Eliminate Waste, Create Process Stability & Capability, Create Product / Service Flow, Allow Customer Pull of Product / Service, Establish Standard Work, Establish Performance Standards & Scheduling

5S, Kaizen Events, Kanban, Total Productive Maintenance, Autonomous Maintenance, Defect Prevention, Mistake Proofing, Andons, Jidoka, Line Balancing, TOC/ Bottleneck Analysis, GTA, SMED, Flexible / Mixed-Model Production, DOE, Cellular Design Cocepts, Point of Use Storage, ABC Analysis, Heijunka, Work Balancing, Man-Machine Charts, Standard 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

Implement Controls & Performance Measurement; Validate and Translate; Audit

SPC Implementation, FMEA, Mistake Proofing, Training, Document Control System, Change Management; Impact Validation (DPMO, COPQ, Dashboard Metric); Audit Format

Typical Quick Hit Method 8-D K-T Failure AnalysisActivities Tools Activities Tools Activities Tools PHASE

Recognize a Problem

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Containment Plan

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Identify Possible Causes

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4-Block, Communication Plan Confirm the True Cause

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Problem Definition, Project Scoping

4-Block, Stakeholder Analysis, SIPOC, In/Out Frame Tool, VOC Analysis, CTQ Tree

D1 - Recognize a Need for 8-D and Establish a Team; D2 - Describe the Problem

Business Data Analysis, Team Charter; Is/Is Not, Pictures, Problem Statement, 4-block

Business Metrics and Process Monitoring

Detail Current process, Establish Baseline, Identify Potential Causes

Process Maps, Cause & Effect Diagrams

D3 - Develop Interim Containment Action (ICA)

Describe the Problem (State Problem as an Unknown, Specify Problem)

IS/ IS NOT Matrix, WHAT/ WHERE/ WHEN/ EXTENT (Distinction - Change) Matrix

Determine Root Causes, Prioritize Causes for Action

Cause & Effect Diagrams, Cause & Effect Matrix

D4 - Define & Verify Root Cause and Escape Point

C&E Diagram, Process Maps, FMEA, 5 Whys, DOE, Conjoint Analysis, Historical Data

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 Cause & Escape Point; D6 - Implement & Validate Permanent Corrective Actions (PCAs)

Mistake Proofing, Error Proofing, Machine Settings, Specifications, SOPs, Visual Management, Training, Implementation Plan, Action Item Table, Paynter Chart

Evaluate Possible Causes (Identify Most Likely Cause)

Possible Cause Matrix, IS/ IS NOT Matrix

Develop Implementation Plan, Develop Control Plan, Develop Communication Plan

D7 - Prevent Recurrence; D8 - Recognize Team & Individual Contributions

Mistake Proofing, SPC, Control Plans, SOPs; Communication Plan, Management Involvement

DOE, Simulations, other active tests, tools of DMAIC Improve/ Control phases

Internal EnvironmentStrengths Weaknesses

List of Activities Major Minor Major Minor

External EnvironmentOpportunity Threat

Attractiveness Probability of Succe Seriousness Probability of Occurrence

B3

Positive differentiating factors; can arrive from employees, managers, business process or products offered

D3

Improvement opportunities with regard to employees, product, process

A13

determine the attractiveness and success probability of the project

E13

Asses the probability of occurrence compared to the risk

Six Sigma Project Charter Template

Project NameBusiness Unit DepartmentStart DateProject Budget

Project Stakeholder Name Contact InformationPhone number e-mail

Project Champion Process OwnerBlack/ Green Belt Team Members

Process Name

Product/ Service Description

ObjectiveProject Y Baseline Goal Entitlement

Project Scope Statement

Assumptions/ Constraints/ Risk

Benefits

Scheduale

B16

What is the name of the process in which Opportunity exists. Include a description of the product/ service

B25

Clearly Define and Quantify objectives by showing what improvement is sought and what is the impact on the top line

B26

Identify outputs and their metrics

D26

Identify current State

F26

Agree on GOAL

B30

Use SMART method to develop Identify Defect, define the measure source include a timeline and the condition of the problem

B35

Identify Wat will be included wat are the boundaries for the project and the risks of the project

B40

Identify all the stakeholders of the project and quantify the benefits received after completion. Include the benefits created outside the primary scope of the project. E.g. scope - create automated entry system primary benefit reduce transaction cost by... and increase productivity secondary benefit: employee morale

B44

Identify Start and Completion date and Major tollgates for completion of project phases

Project Name

Suppliers Inputs Process Outputs

Requirements

Who supplies the input

1 12

Providers of the Resource

Resources Required

High Level Process Description

Process Deliverables

What inputs are required to enable the process

Start

Process

End

D4

1. Describe the process

Customers GAPS

Requirements Stakeholders Action Plan Timing Responsibility

Project Name

Management Man Method

Measurement Machine Material

Cause

Cause

Cause

Cause

Cause

Cause

Cause

Cause CauseCause

Cause

Cause

Cause

Cause

Cause

Effect(Y)

Method

Material

Project NameCause & Effect Matrix

Process Step To

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Project Outputs

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Y 2

Y 3

Y 4

Y 5

Y 6

Y 7

Y 8

Y 9

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Process Inputs1 Process Step 1 02 Process Step 1 03 Process Step 1 04 Process Step 2 05 Process Step 2 06 Process Step 2 07 Process Step 2 08 Process Step 3 09 Process Step 3 0

10 011 012 013 014 015 016 017 018 019 020 021 022 023 0

Total 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Rating of Importance to Customer

The role of Cause 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

Prepared byResponsible Date

Process Step Failure Mode Failure Effects Causes Controls Action Resp Timing

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Process or Product Name

use max SEV P

SEV

POCC

PDET

PRPNMay 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?

SEV

What is/are the cause/s of the failure?

OCC

What controls are in place to prevent the cause from occuring or to detect that the cause has

occurred?

DET

RPN

What specific actions are required to improve the RPN

number

Who will be accountable for implementing the change

When is completion of the action required or

planned

D7

Severity of Effect Defined between 1 and 10 10- hazardous, failure occurs without warning 5- low, failure couses mior disruption, customer experiences some dissatisfaction 1- no failure

F7

Identify probability of failure; rank between 1 and 10 based on failure rates and Cpk

H7

Identify the likelihood the existence of a defect will be detected rank between 1 and 10 based on how many failures are detected 10 -almost impossible to detect( test find less then 80% of failures) 5- moderate( test finds 90% of failures) 1- almost certain(test finds over 95% of failures

Project Name


Target Cp Cpk Date Actions

Key Process Output Variable

Capability Summary


Customer Requirement

(Output Variable)

Measurement Technique

%R&R or P/T Ratio

Upper Specification

Lower Specification

Sample Size

Process Control Plan


Process

Variable

Sample SizeKPOV KPIV LSL Target USL


Sub Process

Step

Specification Characteristic

Specification/ Requirement

Measurement Method

Frequency

Control Method

Decision Rule/ Corrective Action

C9

Key Process output variable

D9

Key Process Input Variable

Six Sigma Project Selection Grid

Scale: 1 - 5 Range: 1-25

Proj # Effort Impact

1 Project A 5 4 4 3.22 Project B 2 3 4 6.03 Project C 3 5 4 6.74 Project D 3 2 3 2.05 Project E 3 1 2 0.76 Project F 2 3 5 7.57 Project G 5 1 3 0.68 Project H 2 3 1 1.59 Project I 1 5 4 20.0

10 Project J 4 4 2 2.0

Rating scale criteria should be defined and agreed to prior to rating the projects.

Project Name

Prob of Success

Desireability Index

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Bubble Assessment Grid for Project SelectionBubble size indicates probability of success (large = high

probability)

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Bubble Assessment Grid for Project SelectionBubble size indicates probability of success (large = high

probability)

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Descriptors

High High Low

Med Med Med

Low Low High

20% 10% 30%

Project Business ImpactProject A 5 5 2Project B 5 4 5Project C 5 2 4Project D 2 4 3Project E 3 3 5Project F 2 5 1Project G 2 4 3Project H 1 3 3Project I 2 2 2Project J 1 1 4

Weighting (weight can be changed based on business conditions)

Probability of Success

Resources Required

Six Sigma Project

Selection Tool

C11

Any project should have a significant impact on the business. Major categories can include: TOP LINE GROWTH, COST REDUCTION, QUALITY IMPROVEMENT, PROCESS CAPABILITY IMPROVEMENT or BUSINESS PROCESS IMPROVEMENT. Regardless of category, the Business Impact must be clearly defined in Forecasted Sales Growth, Hard Savings, Quality, Capability or DPU metric. If specific metric does not apply, the business case for doing the project must be clearly articulated.

D11

What risks or constraints exist that may derail the project and how might they occur? Consider objective, scope, cross-functionality, time, resources, technology, etc.

E11

Consider time required for the BB, team members, process experts, technical resources. Also assess capital or expense requirements. Are the resources required also required on other projects?

Descriptors Rating

< 3 Mos 5 GO

4 Mos 4 GO

5 Mos 3 Caution

6 Mos 2 Caution

> 6 Mos 1 BEWARE

click to

30% sort

Time to Complete Total5 3.603 3.805 3.905 3.203 3.301 1.501 2.004 2.604 2.405 3.00

0.000.000.000.000.000.000.000.00

(weight can be changed based on business conditions)

F11

Estimate time to complete project based on assessment of previous categories. If the time is less than 2 months, it probably does not require a full-time Black Belt. If the time is more than 6 month, the scope may be too large.

Documents

Six Sigma Tools for Define