PSL - Information Collection for Six Sigma Using DMAIC

Your Gateway to Business Excellence
Determine and establish information collection
requirements and processes for Six sigma

• Inspiring your people to follow you on
the journey.
• Providing a vision of success.
• Finding the right buttons to push to
enable change
• Leading by example
• Follow a sound ‘strategy’
Leading Change
Engaging Stakeholders
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Resistance to new ways is common in
most work areas, and is often due to
issues or concerns resulting from not
fully understanding the change process
or outcomes.
Stakeholder engagement is dependent
on removing the barriers to change
implementation?
Engaging Stakeholders
Managing Issues and Concerns
Plan to manage the issues or
concerns of the stakeholders

Training & Workforce Skills
 Personnel need to be trained in the
new system, process or equipment
 Without adequate training your
improvement activity will fail
 Conduct a Training Needs Analysis
 Implement a training plan

Measuring Improvements
“If it cannot be measured, it cannot be
improved with confidence”
Measurements create understanding of the
‘current state’; and they set the objectives for the
‘future state’.
They help establish ‘milestones’ for changes in
performance.
And they confirm that the change process has
been successful.
What do you measure in your current business?

Measuring Improvements
Key Performance Indicators
Key Performance Indicators (KPIs) are the
most used index for measuring
performance.
They must be:
• Specific
• Measurable
• Achievable
• Relevant to the business goals,
and
• Time framed
Write KPIs for your performance in the CM training program.

Example of a Sales Process
Advertising Budget
Training Budget
Inventory Level
Number of Sales People
Merchandise Selection
Displays
Process
Generating
Retail Sales
Inputs
(Factors)
Outputs
(Responses)
Location
Revenue
Customer Loyalty
Customer Satisfaction

Lean Six Sigma Toolbox
• Project Charter
- Problem statement
- Business case
- Scope
- CTQ
- Goal Statement
- Team Launch
- Time line
• Voice of the Customer and
Kano Analysis
• SIPOC Map
• Value Stream Mapping
• Communication Plan
• RACI charts
• KPIs
• Benchmarking
• Lean Wastes
• 5S
• Value Stream Mapping
• Value of Speed ( Cycle Time
Efficiency / Little’s Law )
• Takt time analysis
• Motion charts/Spaghetti Diagram
• Operational Definition
• Data collection plan
• Check sheets
• Pareto Analysis
• Histogram
• Trend Charts
• Statistical sampling
• Measurement Systems Analysis
• Process Capability study
• Control Charts
• Ishikawa diagram
• 5 Why analysis
• Cause and effect matrix / FMEA
• Develop Hypothesis
• Multi Vari analysis
• Hypothesis testing / Confidence
intervals
• ANOVA
• Simple and multiple regression
• Develop / select and optimize
solution
• Pilot run
• Design of Experiment (DOE)
• TPM ( OEE )
• Poka Yoke
• Standard Operating
Procedures (SOP) / Standard
Work Instruction
• Process Control Plans
• Statistical Process Control (SPC)
• Update FMEA
• Visual Process Control /
Visual Management
• Financial benefits vs Project
Goals
• Communication Plan
• Training Plan
• Key Learning /Project
replication
Tools :
What is important?
Define Opportunity
How are we doing? What is wrong? What needs to be done?
Measure Performance Analyze Opportunity Improve Performance Control Performance
How do we sustain
performance?
Identify and implement Quick Improvements with
Rapid Improvement Event
KAIZEN BLITZ , 5S, NVA Analysis,
Pull Systems, Kanban
Quick Changeovers,
TPM 6 losses , Flow improvement
(Single piece flow) ,
Process Balancing
KAIZEN BLITZ , 5S, NVA Analysis,
Pull Systems, Kanban
Quick Changeovers,
TPM 6 losses , Flow improvement
(Single piece flow) ,
Process Balancing

Simulation 2: The X Pult
1. Collecting and Displaying Data
Rotate team members to get 100 measurements using the
catapult . The aim is for you to hit the target at 2.5 +/-
0.2m meters and crush your enemy
2. X bar R charting
Using the data collected generate a X bar R chart for your
catapult.
3. Process Capability Calculation
Calculate the process capability index for the data from the
catapult simulation if the given spec : 2.5m +/- 0.2m
Use the A3 X bar R template
Hint :
(Subgroup = Launcher and sample size = 5)
Time Allocated : 60 minutes

Six Sigma Project Selection
Continuous Improvement Focus “Obvious Problems”
• Things that clearly occur on a repetitive basis.
Problem Solving Focus “Brainstorming Approach”
• Identify projects of areas that maybe creating problems
• Hopefully tie to bottom line business impact
Business Strategy “Structured Approach”
• Identify project based on organizational data
• Provides direct plant to effect core business metrics
• Have bottom line impact

Project Charter
Team Members
Problem Statement / Business Case/
Scope
CTQ / Goal Statement Project Plan / Timeline
• CTQ (Critical to Quality) is any product or
services characteristic that satisfies
customers requirements.
• Goal Statement defines the team’s
improvement objective using SMART
criteria – Specific, Measurable, Attainable,
Relevant and Time Bound.
• Well defined Problem Statement (to
describe what is wrong) in clear, concise
and measurable terms .
• Business Case is the explanation of why
the project is needed.
• Define the scope / boundary (what is out
of scope and what is within scope) of the
project – must be able to be completed
within 3-6 months.
TEAM MEMBER FUNCTION
CORE/
EXTENDED
TIME
COMMIT (%)
Project Sponsor - -
Dept Black Belt - -
Team Leader Core 40%
Team Member Core 10%
Mold Expert Extended -
PHASE ACTIVITIES
PLANNED ACTUAL
START END START END
Define Project Charter, SIPOC Diagram WW03 ‘05 WW04 ‘05 WW03 ‘05 WW03 ‘05
Measure OEE, Baseline and target setting,
GR&R.
WW04 ‘05 WW06 ‘05 WWO4 ‘05 WW06 ‘05
Analyze Brainstorming, C&E Diagram, Pareto
Chart, DOE.
WW06 ‘05 WW12 ‘05 WW06 ‘05
Improve WW13 ‘05 WW18 ‘05
Control WW19 ‘05 WW22 ‘05

Tools and Templates
1. X Pult tally checklist
2. Frequency plot template
3. X bar R chart (Excel file and A3 sized hardcopy)
4. Process capability calculator (Excel file)
5. Project Selection Matrix (Excel file)
6. Project Charter
7. Data collection plan
8. Cause and effect diagram
9. 5 Why analysis
10. Solution Selection Matrix (Excel file)
11. Process control plan
12. Action Plan

Apply Six Sigma to Process Control and
Improvement
Session Two – Measure and Analyse

Measurements
“If you don’t measure it
you can’t improve it”

Analyze data to assess patterns and trends
between inputs and outputs.
– Identify Sources of Variation
– Use Lean Six tools to perform root
cause analysis to identify critical X’s
– Determine Vital Few x’s, Y=f(x)
Relationship
DMAIC - Analyze

Group Activity – Root Cause Analysis
Analyse data and determine possible root
causes/factors that affect the throwing distance of
the catapult.
Why couldn’t you hit the 2.5 meters target
accurately? Why is your process not stable and
capable?
Time allocated = 20 minutes

Recommended Reading and Resources
• Books DVDs Websites
www.isixsigma.com
www.moresteam.com
Six Sigma DVD

Session Format
• Introduction to Improve Phase
• Simulation 3: X Pult Improvement Plan
• Improvement action plan
• Selecting solutions
• Workplace project / Homework

Improvement Plan
• We use the key cause-and-effect relationships
identified in the “Analyze” phase to develop
improvement solutions to our problem.
• Alternative solutions are then evaluated based
upon their effectiveness in meeting the project
goal.

Cost Considerations
1. Initial cost to implement improvement:
• Cost to train existing work force
• Cost to purchase any new materials
necessary for improvement
• Cost of resources used to build
improvement
• Any capital investments required
2. On going costs to sustain improvement:
• Future training, inspection, monitoring and
material costs

1. Brainstorm and list out all the possible
solutions for your Six Sigma Project.
2. Rank and rate the solutions using the
solution selection matrix.
3. Derive a process capability improvement plan
for your project.
Workplace Improvement Project

Wrap Up
• Participants identify one key item that they
will remember from today’s session
• Don’t forget to bring your project
information to the next session for review
and assessment
• Good luck – go make a difference

Implement controls to “sustain the gains”
– Define and Validate Monitoring and Control System
– Develop Standards and Procedures
– Implement Statistical Process Control
– Determine Process Capability
– Verify Benefits, Cost Savings/Avoidance, Profit
Growth
DMAIC - Control

Write a Process Control Plan for your
catapult
Time allocated = 20 minutes
Exercise - Group Activity

Methods of Communication
• Meetings
• Interviews
• Announcements
• Notice boards. (general information)
• Memos and notices
• Improvement boards. (specific information)

Measures and Indicators
• Before you review a process or system
you need to determine what your
measures and indicators will be
• The original specification / requirement
for the improvement
• Key Performance Indicators (KPIs)
• Specific criteria
• Frequency of reviews – assessments –
audits

Standard Work Practice
Lock in the changes with new standard
work procedures and practices.
Standardize best practice to make them
common practice
Allow the new standards to stabilize and
ensure consistent results before
implementing further change – ideally a 3
to 6 month period.

Workplace Improvement Project
1. Calculate the new limits for your X bar R chart
2. Calculate the new process capability index
3. Write a process control plan for your project
4. Identify training needs and generate a training
plan for the stakeholders of the project
5. Calculate and document financial benefits
Collect the data after implementing the
improvement plan for the metrics of your project:

Project Guidelines
Use the required competencies below as a
checklist for your Six Sigma project.
To successfully complete this unit of
competency, you should ensure that you
document as many activities as possible using
the templates provided.
Your coach will guide you through the process.

Recommended Reading and Resources
• Books DVDs Websites
www.isixsigma.com
Six Sigma DVD

Appendix : Calculations for X bar-R Charts
1. Determine an appropriate subgroup size and sampling plan.
2. Sample: (Take a set of readings at each specified interval of time).
3. Calculate the average and range for each subgroup.
4. Plot the data. (Both the averages and the ranges).
5. After '20' or more sets of measurements, calculate control limits for
the range chart.
6. If the range chart is not in control, take appropriate action.
7. If the range chart is in control, calculate control limits for the Xbar
chart.
8. If the X bar chart is not in control, take appropriate action.

Appendix : Out of Control Conditions
Any Point Outside Control Limit
Caused by an unstable process - a one of error
- could be a broken drill, low air pressure, poor
vacuum
-3
-2
-1
0
1
2
3
X X
-4
-3
-2
-1
0
1
2
3
4
X
X
-3
-2
-1
0
1
2
3
X
X
A run of 7 points above or below mean
Caused by an unstable process - a one of error
- could be a broken drill, low air pressure, poor
vacuum
A run of 7 points going up or coming down
Trend cut indicate tool wear or machine
maintenance required
Any non random pattern
Could indicate different processes on different
machines or operator or shift

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PSL - Information Collection for Six Sigma Using DMAIC

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