Six Sigma 1

Lean Manufacturing and Process

Improvement
Lecture 7, November 05, 2020

Week 9 Lean Manufacturing/ Process Improvement Slide 1

Six Sigma

Six Sigma is a structured data driven methodology for

eliminating waste from processes, products and other
business related activities while having a positive impact
on financial performance.

Six Sigma is a gauge of quality and efficiency, and a

measure of excellence. It means delivering top quality
services and products while virtually eliminating all internal
inefficiencies. It is a process quality goal that comes out
of statistical probability measurement and process
capability technique.

Week 9 Lean Manufacturing/ Process Improvement Slide 2

Six Sigma

The term “Sigma (б)” refers

to measure of variation.
Sigma is a statistical
measurement of the
capability of a process,
procedure to meet
customer satisfaction The term sigma (б), in the name Six
Sigma, is a Greek letter used to
describe variability

Week 9 Lean Manufacturing/ Process Improvement Slide 3

Six Sigma: Background

Six Sigma is a federally registered trademark and

service mark of Motorola, Inc. In the mid 1980's,
realizing quality was the essential key to business
success, Motorola created Quality Management
Program a method of quality measurement,
becoming a benchmark in the industry, and in 1988
became one of the first companies to receive the
Malcolm Baldrige National Quality Award.

Week 9 Lean Manufacturing/ Process Improvement Slide 4

Six Sigma is
 Structured data driven methodology
 Set of tools and strategies used for process
improvement
 Eliminating waste
 Improving the quality of process outputs
• Identifying and removing the causes of defects
• Minimizing variability
» Manufacturing
» Business processes
• Positive impact on financial performance

Week 9 Lean Manufacturing/ Process Improvement Slide 5

Six Sigma (Points to consider)

Week 9 Lean Manufacturing/ Process Improvement Slide 6

Six Sigma Methodology

Week 9 Lean Manufacturing/ Process Improvement Slide 7

Tools for Six Sigma methodology

Week 9 Lean Manufacturing/ Process Improvement Slide 8

Quality Advocates
Dr. Armand Feigenbaum
Author of Total quality control, one of the first and most complete texts
on quality assurance
- Quality is a customer determination which is based on the
customer’s actual experience with the product or service, measured
against his or her requirements – stated or unstated, conscious or
merely sensed, technically operational or entirely subjective – always
representing a moving target in a competitive market.
Dr. Walter Shewhart
Father of statistical process control, Inventor of control charts
- Proposed concept of common and special cause variation.
- A phenomenon will be said to be controlled when, through the use of
past experience, we can predict, at lease within limits, how the
phenomenon may be expected to vary in the future. Here it is
understood that prediction within limits means that we can state, at
least approximately, the probability that the observed phenomenon
will fall with the given limits.

Week 9 Lean Manufacturing/ Process Improvement Slide 9

Quality Advocates
Dr. W. Edwards Deming
- Fourteen points
- Non-faulty systems
- Plan-do-study-act cycle
- Economic chain reaction
- Red Bead Experiment
- Funnel experiment

Dr. Genichi Taguchi

- Loss function (Quality, or the lack of it, is a loss to society)
- Experiment design
- Four basic steps to experiment
- Select the process/ product to be studied
- Identify the important variables
- Reduce variation on the important process improvement
- Open up tolerances on unimportant variable

Week 9 Lean Manufacturing/ Process Improvement Slide 10

Six Sigma: Perceptions

 Perceived to be a business system that

improves the bottom line.
 Perceived as fitting naturally into the business
system of most companies.
 Perceives as being more easily and successfully
launched than traditional Total Quality
management (TQM) programs.

Week 9 Lean Manufacturing/ Process Improvement Slide 11

Six Sigma: Benefits

 Enhanced ability to provide value to

customer
 Enhanced understanding of business
processes
 Reduction of Waste
 Improved profit performance

Week 9 Lean Manufacturing/ Process Improvement Slide 12

Six Sigma Acronyms

Week 9 Lean Manufacturing/ Process Improvement Slide 13

Six Sigma: Goals
To reach 3.4 defects per million opportunities over long
term.
FPY
First Time Yield (FTY) is the number of
good units produced without going for
repair/ defects.
For example:
600 units are processed and 25 Units are found
defective in first pass....
Then First Pass Yield (Unit Based)
= Defect Free Units in First Pass/
Total Units

= 575/ 600=0.958 or 95.8%.

FPY= 0.958 or
FPY= 95.8 %
Week 9 Lean Manufacturing/ Process Improvement Slide 14
Six Sigma: Defects
Average or Mean
This ‘tail’ of the distribution of Distribution
represents the # of defects[outside
of the distribution ‘limits’] for a
certain level of “s” process
capability.
In this case, for 6- quality, there
are less than 1.7 defects per
million opportunities to produce a [95% of distribution
defect on one side [multiply by 2 to 2 is defect free]

take both ‘tails’ into account]

[99.7%]
3

[99.99%]
4
5 [99.987%]

6 [99.9997%]

Week 9 Lean Manufacturing/ Process Improvement Slide 15

Six Sigma: Goals
 Minimize the special-cause variation that causes a
sample mean to shift from the target.
 Reduce common-cause variation, or the standard
deviation of the distribution.
Vast majority of problems (approximately 94%) are
caused by common-cause variation
Special Cause:
Problems that arise in a periodic
fashion. They are somewhat
unpredictable and can be dealt at
machine or operator level.
Examples are broken tool, operator
error and machine settings.
Common Cause:
The problems that inherent in the
system itself. They are always
present in the system and effect the
process. Examples of common
causes of variation are poor
training, inappropriate production
methods and poor workstation
design.
Week 9 Lean Manufacturing/ Process Improvement Slide 16
Six Sigma: Monitoring Processes

Not capable
Capable and
meeting
specifications

Not capable
Capable but
not meeting
specifications

Week 9 Lean Manufacturing/ Process Improvement Slide 17

Six Sigma: Process Control (Special Causes)
In control
(special causes eliminated)

e
im
T

Size

Out of control
(special causes present)

Week 9 Lean Manufacturing/ Process Improvement Slide 18

Six Sigma: Process Capability (Common Causes)

In control & capable

(variation from common
causes reduced)

e
i m
T

In control but not capable

(variation from common
causes excessive)
Size

Week 9 Lean Manufacturing/ Process Improvement Slide 19

Six Sigma: Problem Solving Approach

o Focused on identifying the root causes

o Process variables impact or influence the Y
o – Root cause analysis
o Process variables are called “X’s”
o Y = x1 + x2 + x3 + x4, etc.
o Primary metric (Y) = combination
o of a variety of variables (x’s)
o What are the variables that influence
o the main metric?

Week 9 Lean Manufacturing/ Process Improvement Slide 20

Six Sigma: Problem Solving Approach

o Focus is on continuous improvement by

o Understanding the customer’s needs
o Analyzing business processes
o Instituting appropriate measurement
methods
o Emphasis on management of processes
o We don’t have faulty people, we have
faulty processes!
o We can’t manage what we don’t measure!

Week 9 Lean Manufacturing/ Process Improvement Slide 21

Six Sigma: Skill Levels
 Oversee or choose
projects
 Resolved issues
 Provide leadership
Champion

 Full time
 Strategic Projects
 Skilled in Six Sigma
 Teach Green Belts

Black Belt
Executive Master
Sponsor Black Belt  Full time
 Strategic Projects
 Program
Administration
 Teach BB and GB

Green Belt
 Part time
 Smaller scope
projects
 Help to change
culture

Week 9 Lean Manufacturing/ Process Improvement Slide 22

Lean and Six Sigma Comparison

Lean Six Sigma

o Zero waste o Zero variation
o Focus on activity, o Focus on customer “critical
connections and flows to quality” issues
o Value stream analysis o Analysis of cause & effect
o Results in efficiency of o Results in capability and
processes reliability
o Uses 5S’s, Waste o Uses statistical tools and
DMAIC methodology
Walks, Visual
Management, Takt Time,
and Kaizen
Week 9 Lean Manufacturing/ Process Improvement Slide 23
Project Methodology

6 Sigma DMAIC Project Management

o Identify/Scope project
o Define o Form Team
o Assess Current Reality
o Measure o Define Ideal State
o Identify Gaps
o Analyze o Create Master Plan
o Implement
o Improve
o Measure and Sustain

o Control o Acknowledge team, reflect

Week 9 Lean Manufacturing/ Process Improvement Slide 24

Six Sigma: Phases (DMAIC)
DEFINE

MEASURE

ANALYZE

MODIFY
DESIGN REDESIGN

IMPROVE

Define 1 CONTROL

Monitor the process

Select the appropriate Data must be
(continuous
gathered/ validate to
improvement) to response (the ‘Y’s, measure the response
sustain the performance metrics) variable
improvement to be improved

Control 5 Measure 2

Identify the root

causes of defects,
Reduce variability or defectives or sources
eliminate the causes, of variation . (The ‘X’s,
establish new independent variables)
procedures

Improve 4 Analyze 3
Week 9 Lean Manufacturing/ Process Improvement Slide 25
Six Sigma: Project Methodology
6 Sigma DMAIC 9-Step Project Management
aligned with DMAIC!
o Define o Identify/Scope project
o Form Team
o Measure o Assess Current State
o Define Ideal/Future State
o Analyze o Identify Gaps
o Create Master Plan
o Improve
o Implement
o Control o Measure and Sustain
o Acknowledge team, reflect

Week 9 Lean Manufacturing/ Process Improvement Slide 26

Six Sigma: DMAIC (Define)
Define Problem (Problem statement).
Identify the directly impacted customer
and what is the cost of the poor quality.
Identify CTQs (Critical-To Quality
characteristics from the customer point of view
using Focus groups, Surveys, and interviews)
High level Process Map

Scope project:
o Specify project issues (project within team area of control, data can
be collected to show current and improved state, improvements in 4
months frame)
o Refined problem statement in narrow terms and measures , and
operational definition.
o Brain storm suspected sources of variation (FMEA, Fishbone, Y/X
diagram)

Week 9 Lean Manufacturing/ Process Improvement Slide 27

Six Sigma: DMAIC (Measure)
Develop Data collection Plan
– What, why, where, how data will be collected and who will do it
Perform Measurement systems analysis : minimize measurement variation to
ensure only process variation is reflected by the data. Using:
– Operational definitions
– Gage R&R • Benchmark
Conduct data collection
– (50 to 100) for attribute data • Capability of given process
– At least 30 data • Focus on CTQ
Perform Graphical analysis (Pareto, Histogram, Box plot, run chart)
Conduct Baseline capability analysis: to show if the current process is
capable of meeting customer requirements and what is the percentage of defects
of the process
– Attribute data: calculate DPMO to determine %yield and current sigma level
– Variable data :
• Cp (indicates the amount of variation of the process)
• Cpk (compares the natural tolerance of a process against its specification
limits to reveal if there is a problem with specification centering)

Week 9 Lean Manufacturing/ Process Improvement Slide 28

Six Sigma: DMAIC (Analyze)
•Current process results
•What is possible compared to what the
competition is doing
Confirm
data
Correlation
Regression

Analysis Analysis
Attribute Data of variation of means

ANOVA F-Test ANOVA

For
Means
Measure, analyze & improve 2
Variable Data Sample
phases work hand in hand, target Test
improvement opportunities by 1
sample
taking a closer look at the data Test

Week 9 Lean Manufacturing/ Process Improvement Slide 29

Six Sigma: DMAIC (Improve)
• Brainstorm alternatives
Create “Should be/ Future
State” Process Map
• Conduct FMEA
• Perform Cost/ Benefit
Analysis
• Pilot (prototype)
• Validate improvement
(capability analysis)
• Implement Changes
• Be creative to find new ways to do things
better, cheaper, or faster

Week 9 Lean Manufacturing/ Process Improvement Slide 30

Six Sigma: DMAIC (Control)
Mistake proofing
Long term MSA (measurement system analysis) plan:
o Ongoing measurement of the X’s and high –level monitoring of the Y’s
o Avoid measuring steps that are no longer affect the CTQ
Control chart SPC
o Attribute data: U & P charts (track he number of defects per unit sampled)
o Variable data: I-MR & Xbar-R charts (tracks process variation and indicates special
causes)
Reaction Plan: a guide to adjust the process if one of the control charts
shows data outside the control limits, include:
o How to differentiate between Special cause and process trend
o When to react
o What action should be taken
o Who is responsible for implementing these actions
Update S.O.P (Standard operating procedures/ ISO document for the new process
• Lock in Successes
• Implement measures to keep variables within the new operating limits

Week 9 Lean Manufacturing/ Process Improvement Slide 31

Six Sigma: Foundation for success
 In order to successfully adopt the Six Sigma
methodology, an organization must have:

 Visible management commitment

 Visible management involvement
 Clear definition of customer requirements
 Understanding of key business processes
 Sound measures of performance
 Discipline
 Rewards

Week 9 Lean Manufacturing/ Process Improvement Slide 32

Six Sigma: Leadership
Lead
- To guide on a way.
- To direct on a course or in a direction.
- To direct the operations or activity or performance
- To orchestrate
Manage
- To direct, control, or handle
- To administer or regulate
- To make submissive

Week 9 Lean Manufacturing/ Process Improvement Slide 33

Six Sigma: Leadership

Week 9 Lean Manufacturing/ Process Improvement Slide 34

Six Sigma: Leadership

Week 9 Lean Manufacturing/ Process Improvement Slide 35

Six Sigma: Leadership

Week 9 Lean Manufacturing/ Process Improvement Slide 36

Six Sigma: Leadership

Week 9 Lean Manufacturing/ Process Improvement Slide 37

Six Sigma: Strategic Planning
Strategic planning is the process of involving everyone in matching
the vision, mission, and core values of an organization with the
current situation to focus on tactical activities now and in the future.

Strategic planning set the direction and pace for the entire
organization.

Strategic planning essentially describes:

- How a business is going to compete.
- What its goals will be accomplished.
- What policies will be needed to carry out those goals.

Strategic plans allow leaders to put down in writing the direction the
organization is heading and how it plans to get there

Week 9 Lean Manufacturing/ Process Improvement Slide 38

Six Sigma: Strategic Planning
Successful long-term strategic planning answers some basic
questions:

- What business are we really in?

- Form the customer’s perspective think broadly

- What are our principle strengths and weaknesses for competing

in this business, compared to what it takes to compete
successfully?
- What does it really take to compete in our business?
- What are our critical success factors?

- What do we wish to become in the future?

- What is our vision?

Week 9 Lean Manufacturing/ Process Improvement Slide 39

Six Sigma: Creating Strategic plans
 Preparation
- Define the organization’s core business
- Gather internal and external information
- Strength and weaknesses
- Customer information
- Economic environment information
- Competition information
- Government requirements
- Technological environment
 Vision
 Mission
 Critical success factors
 Goals
 Objectives
 Indicators
 Contingency plans

Week 9 Lean Manufacturing/ Process Improvement Slide 40

Strategic Planning: Implementation
- As the plan is implemented, performance
must be measured.
- Need to analyze the gap between what is
and what was planned.
- Must determine root cause of gap.
- Must make corrective action to eliminate
the root cause, narrow the gap and
enhance the gap.

Week 9 Lean Manufacturing/ Process Improvement Slide 41

Strategic Planning: Goal Deployment

A system for translating the organization’s vision and

objectives into actionable and measurable strategies
throughout the company.
- What gets measured, gets done!

It translates WHAT needs to be accomplished into HOW

it will be accomplished.
- Developing and implementing action plans supporting
strategic goals.

Week 9 Lean Manufacturing/ Process Improvement Slide 42

Six Sigma: Pitfalls

- Proposing unbelievable vision.

- Proceeding without resolving conflicting
WHATs and HOWs.
- Delegating both WHATs and HOWs.
- Not assigning responsibilities for results.
- Failing to measure the process and the
results.
- Implementing many disconnected measures or
measures which are not visible.

Week 9 Lean Manufacturing/ Process Improvement Slide 43

Project Charter

Week 9 Lean Manufacturing/ Process Improvement Slide 44

Project Charter
Objective:

Benefits:

Project
Team:

Schedule: Define, Measure Improve

(VOC/ our defects, Current state & Problem area) (Im plement s olutions that address the r oot caus es, ide ntified
Identify Scope: 03/ 17/ 05 during the analysis)
Form Team: 03/ 23/ 05 Implement solutions: 09/ 30/ 0000
Access Current State: 04/ 28/ 05

Analyze Control
(Root caus e analysis for accidents and confirmation using (Evaluate and m onitor the results)
app. Data analys is tools) Measure and Sustain:
Define Ideal State: 05/ 05/ 0000 Acknowledge team: 10/ 31/ 0000
Identify Gaps: 07/ 15/ 0000
Create Master Plan: 08/ 31/ 0000

Week 9 Lean Manufacturing/ Process Improvement Slide 45

DEFINE: Process Management
 Process Elements
A process is a step or sequence of steps that uses inputs and
produces a product or service as a output.

It is important to define start and point of a process

and its boundaries
Week 9 Lean Manufacturing/ Process Improvement Slide 46
DEFINE: SIPOC
SIPOC
SIPOC is a data collection form that assists in gathering information
about suppliers, inputs, processes, outputs, and customers of a
process.
SIPOC is a high-level view of the “as is” state of a process under
investigation
When to Use It
- When first starting to investigate a process and a team needs to
understand the basics that make up the process.
- When a team needs a way to record collective knowledge about a
process in an easy-to-view format.
- When a team needs to make a concise communication to others
about a process and the parameters that it encompasses.
Excerpted from Ron Bialek, Grace L. Duffy, and John W. Moran, The Public Health Quality Improvement Handbook (Milwaukee, WI: ASQ Quality Press, 2009),
pages 183-185.

Week 9 Lean Manufacturing/ Process Improvement Slide 47

 DEFINE: SIPOC
How to Use It
- On a piece of flip chart paper draw the SIPOC with five blocks indicating the
components of SIPOC.
- Clearly identify the process under study and define the process boundaries (start
and end points) so that everyone involved understands the limits of the analysis.
- On the SIPOC form identify the data available for each of the following major.
categories:
Suppliers—Who or what (internal or external) provides the raw materials,
information, or technology to the process.
Inputs—The material or information specifications that are needed by the
process.
Process—A high-level flowchart of the key five to seven core activities that
comprise the process. This is a “35,000-foot” view of the process. The detailed
steps will be developed in the flowchart.
Outputs—What the process produces as products, services, or technology.
Customers—Who are the main users of the process’s output?
- Review the form for completeness with relevant stakeholders, sponsors, and
other interested parties.
Week 9 Lean Manufacturing/ Process Improvement Slide 48
DEFINE: SIPOC

Week 9 Lean Manufacturing/ Process Improvement Slide 49

DEFINE: Process Management
 Owner and Stakeholders
Process owners are the people with the responsibility to execute and
implement a process.
Stakeholders are people who have vested interest in the process
and/or its products and outputs. e.g. Customers, suppliers, employees,
investors, etc.

The most effective process improvements use teams consisting of

process owners and stakeholders since,
- They have the best knowledge base about the process.
- They tend to have the best ideas for process improvement.
- They are often most aware of unintended consequences of process
changes.
- Stakeholders “buy-in” is usually necessary to implement real
process improvement.
Excerpted from R0derick A. Munro, Matthew J. Maio, Mohammed B. Nawaz, Govindarajan Ramu, Daniel J. Zrymiak, The Certified Six Sigma Green Belt
Handbook (Milwaukee, WI: ASQ Quality Press, 2008), pages 54.

Week 9 Lean Manufacturing/ Process Improvement Slide 50

DEFINE: Process Management
 Identify Customers
- Depending on the maturity of the product or process, the
customers may be known..
- Even if the customers are known, it is always a good practice to
identify the customers.
- Customers can be both internal and external.
- Customers can be identified by age group, gender, geographic
location, climate, language, ethnicity, industry type and so on.

Methods used to identify customers

- Brainstorming
- SIPOC
- Marketing analysis data
- Tracking a product or service to delivery
Excerpted from R0derick A. Munro, Matthew J. Maio, Mohammed B. Nawaz, Govindarajan Ramu, Daniel J. Zrymiak, The Certified Six Sigma Green Belt
Handbook (Milwaukee, WI: ASQ Quality Press, 2008), pages 54.

Week 9 Lean Manufacturing/ Process Improvement Slide 51

DEFINE: Brainstorming

When to Use Brainstorming

- When a broad range of options is

desired.
- When creative, original ideas are
desired.
- When participation of the entire group
is desired.

Excerpted from Nancy R. Tague’s The Quality Toolbox, Second Edition, ASQ Quality Press, 2004, pages 126–127, 131–132..
Week 9 Lean Manufacturing/ Process Improvement Slide 52
DEFINE: Brainstorming
Brainstorming Procedure
Materials needed: flipchart, marking pens, tape and blank wall space.

- Review the rules of brainstorming with the entire group:

- No criticism, no evaluation, no discussion of ideas.
- There are no stupid ideas. The wilder the better.
- All ideas are recorded.
- Piggybacking is encouraged: combining, modifying, expanding others’
ideas.
- Review the topic or problem to be discussed. Often it is best phrased as a
“why,” “how,” or “what” question.
- Make sure everyone understands the subject of the brainstorm.
- Allow a minute or two of silence for everyone to think about the question.
- Invite people to call out their ideas. Record all ideas, in words as close as
possible to those used by the contributor.
- No discussion or evaluation of any kind is permitted.
- Continue to generate and record ideas until several minutes’ silence produces
no more ideas.
Excerpted from Nancy R. Tague’s The Quality Toolbox, Second Edition, ASQ Quality Press, 2004, pages 126–127, 131–132..
Week 9 Lean Manufacturing/ Process Improvement Slide 53
DEFINE: Brainstorming
Brainstorming Considerations

- Judgment and creativity are two functions that cannot occur simultaneously.
That’s the reason for the rules about no criticism and no evaluation.
- Laughter and groans are criticism. When there is criticism, people begin to
evaluate their ideas before stating them. Fewer ideas are generated and
creative ideas are lost.
- Evaluation includes positive comments such as “Great idea!” That implies that
another idea that did not receive praise was mediocre.
- The more the better. Studies have shown that there is a direct relationship
between the total number of ideas and the number of good, creative ideas.
- The crazier the better. Be unconventional in your thinking. Don’t hold back any
ideas. Crazy ideas are creative. They often come from a different perspective.
- Crazy ideas often lead to wonderful, unique solutions, through modification or
by sparking someone else’s imagination.

Excerpted from Nancy R. Tague’s The Quality Toolbox, Second Edition, ASQ Quality Press, 2004, pages 126–127, 131–132.
Week 9 Lean Manufacturing/ Process Improvement Slide 54
DEFINE: Brainstorming
Brainstorming Considerations (Cont’d)

- Hitchhike. Piggyback. Build on someone else’s idea.

- When brainstorming with a large group, someone other than the facilitator
should be the recorder. The facilitator should act as a buffer between the group
and the recorder(s), keeping the flow of ideas going and ensuring that no ideas
get lost before being recorded.

- The recorder should try not to rephrase ideas. If an idea is not clear, ask for a
rephrasing that everyone can understand. If the idea is too long to record, work
with the person who suggested the idea to come up with a concise rephrasing.
The person suggesting the idea must always approve what is recorded.

- Keep all ideas visible. When ideas overflow to additional flipchart pages, post
previous pages around the room so all ideas are still visible to everyone.

Excerpted from Nancy R. Tague’s The Quality Toolbox, Second Edition, ASQ Quality Press, 2004, pages 126–127, 131–132.
Week 9 Lean Manufacturing/ Process Improvement Slide 55
DEFINE: Process Management
 Collect Customer Data
- It is important to understand the want, requirements and
expectations of customers.
- The data collected should be objective and designed to shed light
on customer requirements.
- Several independent resources should be used to obtain
information.
- The accuracy and consistency of the data should be verified.
Methods used for Collecting Customer
Data
- The voice of the customer (VOC)
- Surveys
- Interviews
- Focus groups
- Quality function deployment (QFD)
Excerpted from R0derick A. Munro, Matthew J. Maio, Mohammed B. Nawaz, Govindarajan Ramu, Daniel J. Zrymiak, The Certified Six Sigma Green Belt
Handbook (Milwaukee, WI: ASQ Quality Press, 2008), pages 54.

Week 9 Lean Manufacturing/ Process Improvement Slide 56

DEFINE: Process Management
 Analyze Customer Data
- Analyze customer data to understand customer needs and
requirements and prioritize the data collected to enable effective
change

Methods used for analyzing Customer Data

- Affinity diagram
- FMEA
- Pareto diagrams
- Interrelationship diagrams
- Matrix diagrams
- Priority matrices

Excerpted from R0derick A. Munro, Matthew J. Maio, Mohammed B. Nawaz, Govindarajan Ramu, Daniel J. Zrymiak, The Certified Six Sigma Green Belt
Handbook (Milwaukee, WI: ASQ Quality Press, 2008), pages 54.

Week 9 Lean Manufacturing/ Process Improvement Slide 57

DEFINE: Process Management
 Translate Customer Requirements
- Best customer data collection is useless unless there is a system
to use the data to effect changes
- The system should study each item of customer feedback to
determine which processes, products and/ or services will be
impacted

Methods used to Translate Customer requirements

- Quality Function Deployment (QFD)

Excerpted from R0derick A. Munro, Matthew J. Maio, Mohammed B. Nawaz, Govindarajan Ramu, Daniel J. Zrymiak, The Certified Six Sigma Green Belt
Handbook (Milwaukee, WI: ASQ Quality Press, 2008), pages 54.

Week 9 Lean Manufacturing/ Process Improvement Slide 58

 DEFINE: Quality Function Deployment
QFD is a focused methodology for carefully listening to the
voice of the customer and then effectively responding to those
needs and expectations.

Quality Function
Deployment (QFD) is a
structured approach to
defining customer needs
or requirements and
translating them into
specific plans to produce
products to meet those
needs.

cerpted from Jack B. ReVelle’s Quality Essentials: A Reference Guide from A to Z, ASQ Quality Press, 2004, pages 152–155.

Week 9 Lean Manufacturing/ Process Improvement Slide 59

DEFINE: Quality Function Deployment
Hows vs
Hows
Customer
Evaluation

Who

This Product
Hows
Now

Who vs.

Now vs
Whats

What
Whats vs
Whats Hows

Weighted Importance
Importance %
Units
This Product
Hows vs
How Much How
Much
Targets
Rank
Technical Difficulty
Selected

Week 9 Lean Manufacturing/ Process Improvement Slide 60

DEFINE: Quality Function Deployment
1 –weakest
.
.
.
5 - strongest

Relationships
1, 3, 9
Or
1, 3, 5

Importance Rating
calculation=
Sum (Priority x
relationship)
(3x5) + (4x3) +
(4x3)
cerpted from Jack B. ReVelle’s Quality Essentials: A Reference Guide from A to Z, ASQ Quality Press, 2004, pages 152–155. = 39
Week 9 Lean Manufacturing/ Process Improvement Slide 61
DEFINE: OTHER DEFINE STAGE TOOLS
Affinity Diagrams
When to Use an Affinity
Diagram

- When you are confronted

with many facts or ideas in
apparent chaos
- When issues seem too
large and complex to
grasp
- When group consensus is
necessary

Excerpted from Nancy R. Tague’s The Quality Toolbox, Second Edition, ASQ Quality Press, 2004, pages 96–99.

Week 9 Lean Manufacturing/ Process Improvement Slide 62

Affinity Diagram Example

Week 9 Lean Manufacturing/ Process Improvement Slide 63

DEFINE: OTHER DEFINE STAGE TOOLS

Gantt Chart
When to Use Gantt Charts
- When scheduling and
monitoring tasks within a
project.
- When communicating plans or
status of a project.
- When the steps of the project
or process, their sequence and
their duration are known.
- When it’s not necessary to
show which tasks depend on
completion of previous tasks.
Excerpted from Nancy R. Tague’s The Quality Toolbox, Second Edition, ASQ Quality Press, 2004, pages 271-274.

Week 9 Lean Manufacturing/ Process Improvement Slide 64

DEFINE: OTHER DEFINE STAGE TOOLS

Fishbone
(Ishikawa Diagram)
When to Use a Fishbone
Diagram
- When identifying possible
causes for a problem.
- Especially when a team’s
thinking tends to fall into ruts.

Excerpted from Nancy R. Tague’s The Quality Toolbox, Second Edition, ASQ Quality Press, 2004,

Week 9 Lean Manufacturing/ Process Improvement Slide 65

DEFINE: OTHER DEFINE STAGE TOOLS
Flow Chart
When to Use a Flowchart
- To develop understanding of
how a process is done.
- To study a process for
improvement.
- To communicate to others how a
process is done.
- When better communication is
needed between people involved
with the same process.
- To document a process.
- When planning a project.

Excerpted from Nancy R. Tague’s The Quality Toolbox, Second Edition, ASQ Quality Press, 2004,

Week 9 Lean Manufacturing/ Process Improvement Slide 66

Week 9 Lean Manufacturing/ Process Improvement Slide 67