Process control using Six Sigma involves a systematic approach to monitor, control, and improve

processes to ensure they consistently produce high-quality outputs. The basic steps in process control
using Six Sigma can be summarized using the DMAIC (Define, Measure, Analyse, Improve, Control)
methodology:

Define (D):

Clearly define the problem or opportunity for improvement.

Identify the process to be controlled and specify the project goals and objectives.
Define the scope and boundaries of the process.

Measure (M):

Identify and measure key process metrics and variables.

Collect baseline data to understand the current performance of the process.
Establish a data collection plan and use statistical tools to analyze the process variation.

Analyze (A):

Analyze the collected data to identify the root causes of process variation and defects.
Use statistical methods, such as Pareto charts, fishbone diagrams, and hypothesis testing, to pinpoint
areas for improvement.
Prioritize and validate the identified causes.

Improve (I):

Develop and implement solutions to address the root causes identified in the analysis phase.
Use Six Sigma tools and methodologies to design and test process improvements.
Pilot the improvements on a small scale to assess their effectiveness.

Control (C):
Establish control measures to ensure that the improvements are sustained over time.
Implement monitoring and control mechanisms to track key process metrics.
Develop a control plan that includes standardized work procedures, ongoing training, and regular
reviews to maintain the gains achieved.
Throughout these steps, Six Sigma practitioners use statistical tools and techniques to analyze data
and make informed decisions. The goal is to reduce process variation and bring the process under
control, ultimately leading to higher quality and more consistent outputs.

Define

During the "Define" phase of the Six Sigma DMAIC (Define, Measure, Analyze, Improve, Control)
methodology, various tools and techniques are used to establish a clear understanding of the problem
or opportunity for improvement. Here are some commonly used tools in the "Define" phase:

Project Charter:
A Project Charter is a formal document that outlines the project's purpose, scope, objectives,
stakeholders, team members, and high-level timeline. It serves as a guiding document throughout the
project.

[Your Company Logo]

Project Charter

Project Title: [Enter Project Title]

Project Manager: [Enter Project Manager's Name]

Date: [Enter Date]

1. **Project Overview:**
- **Purpose:** [Briefly describe the purpose or objective of the project.]
- **Scope:** [Define the boundaries of the project, specifying what is included and excluded.]
- **Objectives:** [List the specific goals and outcomes the project aims to achieve.]
2. **Project Team:**
- **Project Manager:** [Name]
- **Team Members:**
1. [Name]
2. [Name]
3. [Name]
... [Add as needed]
- **Stakeholders:** [Identify key stakeholders and their roles.]

3. **Project Deliverables:**
- [List the tangible outputs or results expected from the project.]

4. **High-Level Timeline:**
- **Start Date:** [Enter Start Date]
- **End Date:** [Enter End Date]
- **Major Milestones:**
1. [Milestone 1 - Date]
2. [Milestone 2 - Date]
... [Add as needed]

5. **Budget:**
- **Total Budget:** [Specify the total budget allocated for the project.]

6. **Risks and Assumptions:**

- **Risks:** [Identify potential risks that could impact the project.]
- **Assumptions:** [List any assumptions made in planning the project.]

7. **Approval:**
- **Project Sponsor:** [Name]
- **Date:** [Date of Sponsor's Approval]

8. **Project Sign-Off:**
 - **Project Manager:** [Name]
- **Date:** [Date of Project Manager's Sign-Off]

9. **Document Control:**
- **Version:** [Version Number]
- **Date of Last Revision:** [Date]

**Note:** This document serves as a guide and may need adjustments based on the specific
requirements of your organization and project. Regularly update and communicate changes as needed
throughout the project lifecycle.

[Your Company Name]

[Company Address]
[Contact Information]

Six Sigma Project Charter

The Six Sigma Project Charter is the most basic Six Sigma tool. It outlines your whole project on one
piece of paper. The business problem, the scope of project, the metrics involved, the benefits
expected, and the project team are all identified in the project charter.

A picture of a sample six sigma project charter is shown below.

 Please click here to download the charter in MS Word format.

Although simple, the project charter is a very useful tool and should not be overlooked. This is the
main tool that is used in the Define phase of the Six Sigma methodology. Once you have completed
all the fields in the project charter with precise detail, this usually signifies the end of the Define
phase.

If you find yourself unable to fill in all the fields of the charter properly, it means that you either
need to rethink your project or you need to find more data on it to justify starting the project.

The six-sigma project charter template differs between different companies and individuals. The
basics, however, remain the same. Some of the most important fields in the charter are the "project
scope" and "project objectives".

The project scope needs to be defined before you embark on a Six Sigma project. Many projects fail
because the scope was not defined properly in the define phase. Most of these failures happen
because the scope of the project is too wide. It is the typical "boil the ocean" scenario where the
project owners think that they will solve all the big company problems in one shot. Do not set
yourself up for failure! Keep the scope tight. Of course, too narrow a scope does not make a good
project either. When in doubt, lean towards a tighter scope. The starting point and ending point of
the project should be known before you move out of the Define phase - and these points should be
clearly stated in the project scope on the charter.

The project objectives pretty much define the outputs that you are looking to optimize in your
project. Many projects will have only one objective. Other projects may have multiple objectives. List
all of them down on the charter. All the project objectives should be measurable. If the objective
currently is not measurable, you need to create a measurement system for it in the Measure phase.
If you cannot measure the output, you will never know if you have improved the process or by how
much.

The baseline, entitlement, and target for each objective should be entered into the project charter.
The baseline is simply the current measurement of the output. It tells us "How is the process
behaving currently?" The entitlement is what the output's measurement would be in an ideal world.
It would tell us, "How would this process behave if everything was absolutely perfect?" And finally, a
target needs to be entered for what you want the measurement of the output to be by the time you
are done with the project. All of these fields should follow the SMART goals: Specific, Measurable,
Attainable, Relevant, and Timely.

The six sigma project charter does not have to be set in stone once it is finished. Most project
charters change a bit as the project progresses through the different phases. As you learn new
information about your process, you may realize that some assumptions made in the charter were
not accurate or that the project scope may require tweaking. This is perfectly normal. After all, one
of the reasons you conduct a six sigma project is to learn more about your process. If you learnt
something along the way that proved previous thinking wrong, that is already a huge win.

Voice of the Customer (VOC) Analysis:

Techniques like surveys, interviews, and focus groups are used to gather and analyse customer
feedback. Understanding customer needs and expectations is crucial in defining the project scope and
goals.

**Customer Interview Guide**

**Interviewer:** [Your Name]

**Date:** [Date of Interview]
**Customer Name/Title:** [Customer's Name and Job Title]
**Company/Organization:** [Customer's Company Name]

**Introduction:**
- Begin with a brief introduction, thanking the customer for their time.
- Explain the purpose of the interview: to understand their needs, preferences, and expectations to
improve our products/services.

**Background Information:**
1. **Company Overview:**
- Can you provide a brief overview of your company and its primary activities?

2. **Role and Responsibilities:**

- What is your role within the organization, and what are your key responsibilities?

**Understanding Needs and Expectations:**

3. **Current Challenges:**
- Can you share any specific challenges or pain points you are currently facing with our
products/services or similar offerings in the market?

4. **Expectations and Desired Outcomes: **

- What are your expectations from our products/services? What outcomes do you hope to achieve?

**Product/Service Usage:**
5. **Frequency of Use:**
- How frequently do you currently use our products/services?
6. **Positive Experiences:**
- Can you share any positive experiences or aspects you appreciate about our products/services?

7. **Areas for Improvement:**

- Are there specific areas where you think our products/services could be improved?

**Feedback on Specific Features:**

8. **Feature Preferences:**
- Which features of our products/services do you find most valuable? Why?

9. **Missing Features:**
- Are there any features you wish our products/services had but currently don't?

**Suggestions for Improvement:**

10. **Suggestions:**
- Do you have any suggestions or ideas for improvement that you would like to share?

**Closing:**
- Thank the customer for their insights and participation.
- Mention any follow-up actions if applicable.

**Note:**
- Ensure the interview is conversational and allows the customer to freely express their thoughts.
- Document key points, quotes, and any specific examples provided by the customer.
- Use this information to inform the project scope and goals, and to enhance the overall customer
experience.

SIPOC (Supplier, Input, Process, Output, Customer) Diagram:

A SIPOC diagram is a visual representation that outlines the key elements of a process, including
suppliers, inputs, processes, outputs, and customers. It helps define the boundaries and
interrelationships of the process.
**SIPOC Diagram Template**

**Process Name/Title:** [Enter Process Name/Title]

**Date:** [Enter Date]

**Suppliers (S):**
- [List key suppliers providing inputs to the process]
1. [Supplier 1]
2. [Supplier 2]
3. [Supplier 3]
... [Add as needed]

**Inputs (I):**
- [List key inputs received from suppliers]
1. [Input 1]
2. [Input 2]
3. [Input 3]
... [Add as needed]

**Process (P):**
- [Diagram or describe the main steps or activities in the process]
- [Step 1]
- [Step 2]
- [Step 3]
... [Add as needed]

**Outputs (O):**
- [List key outputs generated by the process]
1. [Output 1]
2. [Output 2]
 3. [Output 3]
... [Add as needed]

**Customers (C):**
- [Identify internal and external customers who receive the process outputs]
1. [Customer 1]
2. [Customer 2]
3. [Customer 3]
... [Add as needed]

**Notes:**
- The SIPOC diagram provides a high-level overview of the process, emphasizing the flow of inputs,
activities, and outputs.
- Use clear and concise descriptions for each element of the SIPOC.
- Consider including key metrics or requirements associated with each process step.
- Regularly review and update the SIPOC as needed to reflect any changes in the process.

[Your Company Name]

[Company Address]
[Contact Information]

Critical to Quality (CTQ) Identification:

CTQs are the key characteristics or requirements that are critical for meeting customer expectations.
Identifying and prioritizing CTQs helps focus the improvement efforts on what matters most to the
customer.

**Critical-to-Quality (CTQ) Characteristics Record**

**Product/Service Name:** [Enter Product/Service Name]

**Date:** [Enter Date]

**1. Customer Requirements:**

 - [List specific requirements as identified through customer feedback, surveys, or other sources.]

1. **Requirement 1:**
- Description: [Provide a clear description of the first customer requirement.]
- Importance: [Indicate the importance or priority assigned by customers.]

2. **Requirement 2:**
- Description: [Provide a clear description of the second customer requirement.]
- Importance: [Indicate the importance or priority assigned by customers.]

3. [Continue as needed]

**2. CTQ Characteristics:**

- [Identify the measurable characteristics directly related to each customer requirement.]

1. **CTQ Characteristic 1:**

- Linked Requirement: [Specify which customer requirement this characteristic is linked to.]
- Measurement Metric: [Define how this characteristic will be measured.]
- Target/Specification: [Provide the target or specification for this characteristic.]

2. **CTQ Characteristic 2:**

- Linked Requirement: [Specify which customer requirement this characteristic is linked to.]
- Measurement Metric: [Define how this characteristic will be measured.]
- Target/Specification: [Provide the target or specification for this characteristic.]

3. [Continue as needed]

**3. Measurement and Monitoring:**

- [Describe the methods and tools used to measure and monitor each CTQ characteristic.]

1. **Measurement Method 1:**

- Equipment/Tools: [Specify tools or equipment used for measurement.]
 - Frequency: [Indicate how often measurements will be taken.]

2. **Measurement Method 2:**

- Equipment/Tools: [Specify tools or equipment used for measurement.]
- Frequency: [Indicate how often measurements will be taken.]

3. [Continue as needed]

**4. Responsibilities:**
- [Define roles and responsibilities for ensuring the fulfilment of CTQs.]

1. **Role 1:**
- Responsibilities: [Specify responsibilities related to CTQs for this role.]

2. **Role 2:**
- Responsibilities: [Specify responsibilities related to CTQs for this role.]

3. [Continue as needed]

**Notes:**
- Regularly review and update CTQs based on changing customer expectations.
- Align improvement initiatives with the fulfillment of CTQs to enhance customer satisfaction.

[Your Company Name]

[Company Address]
[Contact Information]

Problem Statement:
Clearly articulating the problem or opportunity in a concise and specific manner. The problem
statement provides a foundation for the project and helps align the team's efforts.

**Problem Statement Template**

**Date:** [Enter Date]

**Project Title:** [Enter Project Title]

**Objective:**
The objective of this project is to [briefly describe the goal or outcome the project aims to achieve].

**Current Situation:**
- Currently, [describe the current state of affairs or the existing condition that necessitates
intervention].
- [Include relevant data or statistics to quantify the impact or severity of the problem].

**Impact:**
- The problem is having a significant impact on [identify affected areas, stakeholders, or key
performance indicators].
- [Discuss any negative consequences, customer dissatisfaction, or business disruptions caused by the
problem].

**Importance:**
- This problem is critical because [explain why addressing this problem is crucial for the success or
well-being of the organization].
- [Highlight any strategic, financial, or operational implications].

**Root Causes:**
- Through initial analysis, the following root causes have been identified: [list the primary factors
contributing to the problem].
- [Provide supporting evidence or data for each identified root cause].

**Scope of the Problem:**

- The problem extends to [specify the scope or extent of the problem, including relevant departments,
processes, or functions].
- [Describe any limitations or boundaries related to the problem].

**Proposed Project Scope:**

- This project will focus on [describe the specific aspects or elements the project will address].
- [Clarify what is included and excluded from the project scope].

**Goal of the Project:**

- The overarching goal of this project is to [state the desired outcome or improvement that the project
aims to achieve].
- [Include any measurable targets or performance indicators related to the goal].

**Stakeholders:**
- Key stakeholders affected by or involved in the resolution of this problem include [list relevant
stakeholders, teams, or departments].

**Next Steps:**
- The next steps involve [outline the planned actions or activities to be taken to address the problem].
- [Specify the timeline and milestones for the project].

**Approval:**
- This problem statement is approved by:
- [Name and Position]
- [Date]

[Your Company Name]

[Company Address]
[Contact Information]

High-Level Process Map:

Creating a simple process map to illustrate the major steps in the process. This helps in visualizing the
overall flow and identifying potential areas of improvement.
**High-Level Process Map Template**

**Process Name/Title:** [Enter Process Name/Title]

**Date:** [Enter Date]

**Start**

1. **Step 1: [Briefly describe the first major step]**

- [Add any key activities or tasks involved]
- [Indicate the input(s) required for this step]
- [Identify the output(s) generated from this step]

2. **Step 2: [Briefly describe the second major step]**

- [Add any key activities or tasks involved]
- [Indicate the input(s) required for this step]
- [Identify the output(s) generated from this step]

3. **Step 3: [Briefly describe the third major step]**

- [Add any key activities or tasks involved]
- [Indicate the input(s) required for this step]
- [Identify the output(s) generated from this step]

... [Continue adding steps as needed]

**End**

**Notes:**
- Use clear symbols or shapes to represent different types of steps (e.g., rectangles for processes,
diamonds for decision points).
- Include arrows to indicate the flow of the process from one step to the next.
- Clearly label each step with a number or identifier for easy reference.
- Ensure the process map is simple and easy to understand at a glance.
- Consider color coding or annotations to highlight critical points or areas for improvement.

**Review and Approval:**

- The high-level process map is reviewed and approved by:
- [Name and Position]
 - [Date]

[Your Company Name]

[Company Address]
[Contact Information]

Stakeholder Analysis:
Identifying and analyzing stakeholders who are affected by or can influence the project.
Understanding their interests and expectations is essential for successful project management.

**Stakeholder Analysis Template**

**Project Title:** [Enter Project Title]

**Date:** [Enter Date]

**Project Manager:** [Your Name]

**Objective:**
The objective of this stakeholder analysis is to identify and assess key stakeholders who can
significantly impact or be impacted by the project. Understanding their interests, expectations, and
level of influence is crucial for effective project management.

**Stakeholder Identification:**
1. **Internal Stakeholders:**
- [List individuals or groups within the organization]
1. [Stakeholder 1]
2. [Stakeholder 2]
3. [Stakeholder 3]
... [Add as needed]

2. **External Stakeholders:**
- [List individuals or groups outside the organization]
 1. [Stakeholder 4]
2. [Stakeholder 5]
3. [Stakeholder 6]
... [Add as needed]

**Stakeholder Analysis:**
For each identified stakeholder, assess the following:

1. **Interest:**
- High, Medium, Low
- [Describe the level of interest the stakeholder has in the project]

2. **Influence:**
- High, Medium, Low
- [Assess the stakeholder's ability to influence project decisions and outcomes]

3. **Expectations:**
- [Describe the key expectations, needs, or concerns of each stakeholder]
- [Consider their desired project outcomes and potential challenges]

4. **Communication Preferences:**
- [Identify the preferred communication channels and frequency for each stakeholder]
- [Consider their preferred level of detail and format]

5. **Level of Support:**
- Supportive, Neutral, Resistant
- [Assess the stakeholder's current stance toward the project]

**Stakeholder Management Strategy:**

Based on the analysis, outline strategies for effectively managing each stakeholder. This may include:

- Regular communication plans

- Mitigation strategies for potential concerns
- Involvement in decision-making processes
- Tailored communication content and format

**Next Steps:**
- Use this stakeholder analysis to inform project communication and engagement plans.
- Periodically reassess and update the stakeholder analysis as the project progresses.

**Review and Approval:**

This stakeholder analysis is reviewed and approved by:
- [Name and Position]
- [Date]

[Your Company Name]

[Company Address]
[Contact Information]

Affinity Diagrams:
Affinity diagrams are used to organize and categorize large amounts of information or ideas. They can
be helpful in structuring thoughts and insights related to the project.
These tools collectively help project teams gain a comprehensive understanding of the current
situation, define the problem clearly, and establish the parameters for the improvement project. The
information gathered during the "Define" phase sets the foundation for subsequent steps in the
DMAIC methodology.

**Affinity Diagram Template**

**Date:** [Enter Date]

**Project Title:** [Enter Project Title]

**Objective:**
The objective of this affinity diagram is to organize and categorize a large amount of information or
ideas related to [specify the project or topic].
**Steps:**
1. **Generate Ideas:**
- Begin by generating ideas, issues, or insights related to the project. Use brainstorming sessions,
surveys, or interviews to collect input from team members.

2. **Write Ideas on Sticky Notes:**

- Write each idea, issue, or insight on a separate sticky note.
- Use a different color for each category if applicable.

3. **Sort Ideas:**
- Arrange the sticky notes on a large board or wall.
- Group similar ideas together based on common themes or patterns.

4. **Identify Categories:**
- Identify overarching categories that emerge from the grouped sticky notes.
- Use a marker to label these categories.

5. **Create Header Cards:**

- Write header cards for each category. These cards represent the main themes or groups.

6. **Arrange and Connect:**

- Arrange the header cards and their corresponding sticky notes in a logical flow.
- Use lines or arrows to connect related ideas or categories.

7. **Review and Refine:**

- Step back and review the entire affinity diagram. Ensure that all ideas are captured and
appropriately categorized.
- Make adjustments or refinements as needed.

**Key Categories:**
- [List the main categories identified in the affinity diagram]
1. [Category 1]
 2. [Category 2]
3. [Category 3]
... [Add as needed]

**Next Steps:**
- Use the affinity diagram to inform project planning, problem-solving, or decision-making processes.
- Share the diagram with team members and stakeholders to gather feedback.

**Review and Approval:**

This affinity diagram is reviewed and approved by:
- [Name and Position]
- [Date]

[Your Company Name]

[Company Address]
[Contact Information]

Measure
During the "Measure" phase of the Six Sigma DMAIC (Define, Measure, Analyze, Improve, Control)
methodology, the focus is on collecting data to understand the current state of the process and
establish a baseline for improvement. Various tools and techniques are employed to measure
process performance accurately. Here are some commonly used tools in the "Measure" phase:

Data Collection Plan:

Develop a plan outlining what data will be collected, how it will be collected, and who will be
responsible for data collection. This plan ensures consistency and reliability in the data-gathering
process.

1. What Data Will Be Collected:

Define Data Requirements: Clearly outline the specific data elements that are essential for the
project. This involves identifying the information needed to address the project objectives and meet
stakeholder requirements.

Data Sources: Identify the sources from which the required data will be collected. This could include
databases, existing records, surveys, interviews, or other relevant sources.

Data Variables: Specify the variables or attributes that need to be measured, observed, or recorded.
This helps in maintaining a focused and targeted approach to data collection.

2. How It Will Be Collected:

Data Collection Methods: Choose the appropriate methods for gathering the identified data.
Common methods include surveys, interviews, observations, document reviews, or extracting data
from existing systems.

Sampling Strategy: If applicable, determine the sampling strategy. This includes deciding whether to
collect data from the entire population (census) or a representative sample. The sampling method
should align with the project's goals.

Data Collection Tools: Select tools or instruments for data collection. This might involve designing
surveys, creating interview guides, using sensors or measurement devices, or developing data
extraction scripts.

3. Who Will Be Responsible for Data Collection:

Roles and Responsibilities: Clearly define the roles and responsibilities of individuals involved in the
data collection process. This includes specifying who will be responsible for data collection, data
entry, quality control, and any other relevant tasks.

Training: Provide necessary training to individuals involved in data collection to ensure they
understand the objectives, methods, and protocols. This helps maintain consistency and reliability in
the data collection process.

Communication Plan: Establish a communication plan to ensure that everyone involved is aware of
their responsibilities, timelines, and any changes or updates related to data collection.

Key Considerations:
Consistency: Ensure that the data collection plan promotes consistency across different data points,
time periods, and individuals involved. Consistency enhances the reliability and comparability of the
collected data.

Reliability and Validity: Design the plan with a focus on obtaining reliable and valid data. Reliability
ensures consistency in measurement, while validity ensures that the data measures what it is
intended to measure.

Ethical Considerations: Address any ethical considerations related to data collection, such as privacy,
confidentiality, and informed consent.

Check Sheets:

Check sheets are simple forms used for systematic data collection. They help to organize and record
data in a structured manner, making it easier to identify patterns or trends.

Check Sheet Process:

1. Define the Purpose:

Clearly define the objective or purpose of the data collection. What specific information are you
trying to gather or track?

2. Design the Check Sheet:

Create a simple and clear layout for the check sheet. Common elements include:

Title: Clearly state what the check sheet is for.

Date and Time: Record when the data is being collected.

Categories: Identify the different categories or factors to be observed.

Data Collection Columns: Create columns for recording data, often in the form of checkmarks, tally
marks, or numbers.

Notes Section: Include space for additional notes or comments.

3. Pre-Test the Check Sheet:

Before full implementation, conduct a small test or pilot to ensure the check sheet is user-friendly
and captures the intended data accurately.

4. Train Data Collectors:

If multiple individuals are involved in data collection, provide training on how to use the check sheet
properly. Ensure consistency in interpretation.

5. Data Collection:

Begin collecting data using the check sheet. Ensure that entries are made accurately and consistently.

6. Data Analysis:

Once a sufficient amount of data is collected, analyze the results. This could involve tallying counts,
calculating percentages, or identifying trends.

7. Interpretation:

Interpret the data in the context of the original purpose. What insights or conclusions can be drawn
from the collected information?

8. Actionable Steps:

Based on the analysis, determine any necessary actions or improvements. This could involve making
changes to a process, addressing identified issues, or refining data collection methods.

**Check Sheet**

**Title:** [Enter Check Sheet Title]

**Date:** [Enter Date]

**Time:** [Enter Time]

**Categories:**

- [Category 1]

- [Category 2]

- [Category 3]

... [Add as needed]

| Observation | [Category 1] | [Category 2] | [Category 3] | ... |

|--------------|--------------|--------------|--------------|-----|

| [Time/Date] | [Check/Tally] | [Check/Tally] | [Check/Tally] | ... |

| [Time/Date] | [Check/Tally] | [Check/Tally] | [Check/Tally] | ... |

... [Add rows for each observation]

**Notes:**

[Provide space for any additional notes or comments]

Data Sampling:

Determine the appropriate sampling method (random, stratified, etc.) to collect representative data
without analyzing every unit. This is particularly useful when dealing with large datasets.

1. Define the Population:

Clearly define the population from which you want to draw a sample. The population is the entire set
of items or individuals that are the subject of the study.

2. Select the Sampling Method:

Choose an appropriate sampling method based on your research objectives and characteristics of the
population. Common methods include:

Random Sampling: Each member of the population has an equal chance of being selected.

Stratified Sampling: The population is divided into subgroups (strata), and samples are randomly
selected from each subgroup.

Systematic Sampling: Every nth item is selected from a list after an initial random start.

Cluster Sampling: The population is divided into clusters, and entire clusters are randomly selected.

3. Determine Sample Size:

Decide on the size of the sample you want to collect. The sample size should be large enough to
provide meaningful results but small enough to be manageable.

4. Randomize and Collect Data:

If using random sampling, ensure that the selection is truly random. Use random number generators
or randomization techniques to avoid bias. Collect data from the selected sample.

5. Analyze the Sample:

Analyze the collected sample data as you would with the entire population. This might involve
various statistical analyses, depending on the nature of your study.

6. Draw Inferences:

Use the results from the sample to draw inferences or conclusions about the entire population. This
step relies on the assumption that the sample is representative of the population.

7. Validate and Generalize:

Validate the findings by comparing them to existing knowledge or conducting further research. If the
sample is truly representative, you can generalize the results to the entire population.

8. Document the Sampling Process:

Clearly document the sampling method used, the rationale behind the sample size, and any other
relevant details. This documentation is crucial for transparency and reproducibility.

9. Consider Limitations:

Acknowledge and communicate any limitations associated with the sampling process. Understanding
the limitations helps interpret the results accurately.

10. Repeat if Necessary:

- If the initial results are inconclusive or if there are doubts about the sample's representativeness,
consider repeating the sampling process or conducting additional analyses.

Data sampling is a powerful technique to make predictions or inferences about a large population
without the need to analyze every individual unit. Careful planning and execution of the sampling
process are essential to ensure the validity and reliability of the results.

Histograms:

Histograms are graphical representations of the distribution of a dataset. They provide a visual
summary of the data's central tendency and dispersion.
Histogram Definition:

A histogram is a graphical representation of the distribution of a dataset. It displays the frequency or

count of data points falling into specified ranges, often called bins or intervals. Histograms provide a
visual representation of the underlying probability distribution of a continuous dataset.

Steps to Make Histograms:

1. Define the Dataset:

Clearly define the dataset for which you want to create a histogram. Ensure that the data is
continuous and can be grouped into intervals.

2. Determine the Number of Bins:

Decide on the number of bins (intervals) you want to use for the histogram. The choice of bins can
impact the visual representation of the distribution.

3. Calculate Bin Width:

Calculate the width of each bin by dividing the range of the data by the number of bins. The formula
is:

Bin Width

Range of Data

Number of Bins

Bin Width=

Number of Bins

Range of Data

4. Create Bin Intervals:

Define the intervals (bins) based on the calculated bin width. The intervals should cover the entire
range of the data.

5. Count Data Points in Each Bin:

Count the number of data points that fall into each bin. This can be done manually or using software
tools like Excel or statistical software.

6. Construct the Histogram:

On a graph, draw a horizontal axis representing the data range and a vertical axis representing the
frequency or count of data points.

Use the bin intervals to create bars above the corresponding intervals, with the height of each bar
representing the frequency.

7. Add Titles and Labels:

Label the horizontal and vertical axes with the appropriate information, including the dataset name,
units, and frequency.

8. Choose Appropriate Scaling:

Adjust the scaling of the axes to ensure the histogram is visually informative. Choose scales that best
represent the distribution without distorting the data.

9. Title the Histogram:

Provide a clear and descriptive title for the histogram, indicating the variable being measured and
any relevant details.

10. Interpret the Histogram:

Analyze the histogram to gain insights into the distribution of the data. Look for patterns, central
tendencies, and variations.

Run Charts:

Run charts display data points over time, allowing teams to observe trends, patterns, or shifts in the
process. They are useful for identifying variations or changes.

Run Chart Definition:

A run chart is a graphical representation of data points plotted in chronological order. It displays the
variation in a process over time, allowing for the identification of trends, patterns, or shifts. Run
charts are particularly useful for observing the stability and performance of a process.

Key Characteristics and Steps to Create a Run Chart:

1. Time on the X-axis:

Run charts always have time (or sequence of events) on the horizontal (X) axis. This could be days,
weeks, months, or any other unit of time, depending on the context.

2. Data Points on the Y-axis:

The vertical (Y) axis represents the measured variable or metric. Each data point is plotted at the
corresponding time, creating a sequential pattern.

3. Connect Data Points:

Unlike scatter plots, run charts connect data points with lines, emphasizing the sequence of
observations over time. The connected lines help visualize trends or patterns.

4. Identify Variation:

Look for patterns, trends, or clusters of points. Identifying periods of stability and detecting unusual
variations can provide insights into the performance of the process.

5. Analyze the Center Line:

Some run charts include a center line, representing the average or median of the data. This line helps
in visually assessing whether the process is improving, degrading, or remaining stable.

6. Plot New Data Points Continuously:

As new data becomes available, continuously update the run chart to maintain its real-time
relevance. This allows teams to monitor ongoing process performance.

7. Use Annotations for Events:

Annotate the run chart with events or interventions that may have influenced the process. This helps
in correlating changes with shifts in the data.

8. Interpret Trends and Shifts:

Analyze the run chart for trends, shifts, or other patterns. A trend moving consistently upward or
downward could indicate a systemic change in the process.

Example:

Consider a run chart tracking the daily number of customer service calls received by a call center
over several weeks. Each data point represents the daily call volume, and the run chart helps identify
patterns, such as increased call activity during specific days or times.

Scatter Diagrams:

Scatter diagrams help identify potential relationships or correlations between two variables. This can
be valuable in understanding how changes in one variable may affect another.

Scatter Diagram Definition:

A scatter diagram, also known as a scatter plot, is a graphical representation of a dataset involving
two variables. It displays individual data points on a two-dimensional graph, with one variable on the
horizontal (x-axis) and another on the vertical (y-axis). The visual pattern of points can reveal any
relationships, trends, or correlations between the two variables.

Key Characteristics and Explanation:

Two Variables:

Scatter diagrams involve the analysis of two variables. Each data point on the plot represents the
values of both variables for a specific observation.

Independence:
The key purpose is to investigate whether changes in one variable are associated with changes in
another. The independence or correlation between the variables is visually assessed.

Data Points:

Each data point is plotted at the intersection of its x and y values. The pattern of points on the graph
can provide insights into the nature of the relationship.

Patterns:

Patterns in scatter plots can take various forms:

Positive Correlation: Points tend to move upward from left to right, indicating that an increase in one
variable is associated with an increase in the other.

Negative Correlation: Points tend to move downward from left to right, indicating that an increase in
one variable is associated with a decrease in the other.

No Correlation: Points are scattered randomly, suggesting no discernible relationship between the
variables.

Trends and Clusters:

Look for trends or clusters of points that may suggest patterns in the data. Clusters may indicate
subgroups within the dataset.

Outliers:

Outliers, or data points that significantly deviate from the general pattern, can be easily identified on
a scatter plot.

Regression Lines:

In some cases, a regression line (best-fit line) may be added to the scatter plot to estimate the
general trend or correlation between the variables.

Example:

Consider a scatter plot comparing the hours of study (x-axis) and exam scores (y-axis) for a group of
students. Each point on the plot represents an individual student, and the scatter plot helps visualize
whether there is a correlation between study hours and exam scores.
Process Capability Indices (Cp, Cpk):

Process capability indices quantify the ability of a process to meet specifications. Cp represents the
potential capability, while Cpk considers the process centering.

Capability Study

The capability study is one of the main tools of Six Sigma. It helps us understand what our process
capability is and tells us the probability that the process will produce defects.

There are 4 main metrics used to define capability. These are Cp, Cpk, Pp, and Ppk. The two metrics
starting with "C" measure short term capability. The other two starting with "P" measure long term
performance. To remember easily, the "C" can be remembered as capability and the "P" can be
remembered as performance.

The two main objectives of traditional six sigma are to center the process to the target, and then
reduce the variability If you haven't already, please take a look at our tutorial on the objectives of six
sigma.

The capability study tells us exactly how far we are from our six sigma objectives. It lets us know if
our process is centered…and it also tells us how much variability our process has compared to the
specification limits or tolerance.

Let's first start with Cp. Cp is the capability metric that tells us how good our process variation is
compared to our tolerance. It compares our process spread to the tolerance spread defined by the
customer. The formula for calculating Cp is shown below. (USL = upper spec limit, LSL = lower spec
limit, s = standard deviation)

For this capability study, let's suppose we have a process with:

- Mean = 32.2 inches

- Std Deviation = 0.394 inches
- Specification = 32 +/- 1 inches
If we were to calculate Cp for this process, we would get (33 - 31) / 6 x 0.394. This gives us Cp =
0.846.

What does this mean? If you wanted to equate Cp to sigma level, you just multiply it by 3. This
means that a Cp of 1 would give you a 3 sigma process and a Cp of 2 would give you a 6 sigma
process. For our example above, the process variation can be considered to have a sigma level of
about 2.5.

You need to remember however, that Cp only compares the process variation to the tolerance and
does not care about the target. Therefore, it is only a measure of how tight or loose your process
variation is. So, if we take the example above and say our process mean is 35 inches while our std
deviation and specification remains the same…what will our Cp be? Still the same! Because Cp does
not care that the spec target is 32. It only cares that the tolerance is +/- 1, making the total tolerance
2 inches. Even though your process is completely out of spec, your process variation is quite tight
compared to the tolerance. Therefore, always keep in mind that Cp is a good metric for you to judge
internally how tight your process is, but it does not tell you how well you conform to the customer's
specifications.

That job is done by the Cpk metric. When you do a capability study using Cpk, it measures how well
your process is centered as well as how much variation there is in it. To determine the probability of
making defects, Cpk should be used. This is also the metric that the customer will be interested in as
it shows how well your process conforms to the specs.

The formula for calculating Cpk is below.

If we were to calculate Cpk for the process above, we would take the minimum between (32.2 - 31) /
3 x 0.394 and (33 - 32.2) / 3 x 0.394. The latter is the minimum, which us Cpk = 0.677. This means
that our process sigma level is 2.031 sigma. It is far from the 6-sigma level that we want and our task
will be to find ways to center the process and reduce the variation so that Cpk = 2 which would
mean sigma = 6.

Note: When the process is perfectly centered between the specification limits, Cp and Cpk will be
equal.

Let's now look at Pp and Ppk. These capability study metrics are very similar to Cp and Cpk except
that Pp and Ppk are the long-term versions of Cp and Cpk.

It is important to distinguish between Process Capability and Process Performance. Capability is

assessed over a very short period and represents short term variation in the process. It does not
consider the total variation, which would include the normal drifting and shifting of the process
mean, as well as any changes in process spread.

Process Performance is assessed over a long period of time and includes the effects of shifting and
drifting of the process mean and changes in the process spread. Process Performance is the more
realistic assessment of the process. It is what you can expect over the long term.

Capability is the ideal situation. It is what you would expect if all shifts and drifting could be
eliminated.

Pp and Ppk calculation is the same as Cp and Cpk respectively. The difference is the method in which
the standard deviation is calculated for Pp and Ppk. The formula for calculation the standard
deviation for use with Pp and Ppk is given below.

Luckily with great statistical computer software nowadays, we do not have to worry too much about
calculating all the metrics ourselves. Minitab and SigmaXL are two easy to use software that can give
you all the capability study metrics with just a few clicks.

The most important part of the concept of the capability study is to understand that:

- Cp is a measurement of how tight your process variability is compared to the specification

tolerance. The higher the Cp, the tighter your process variability.

- Cpk is a measurement of how well your process is centered as well as how tight your process
variability is. The higher the Cpk, the better your process is and the less chance it has of creating
defects.

- Pp and Ppk are the same as Cp and Cpk respectively, except that they show how your process
performance is over the long term.

Gage R&R (Repeatability and Reproducibility):

Gage R&R studies assess the reliability and consistency of measurement systems. It helps ensure that
the data collected using measurement tools are accurate and reproducible.
 Gage R&R
The Gage R&R is one of the main tools used in the measure phase of a Lean Six Sigma project.

The Gage R&R is a very underrated tool. Many people seem to dismiss this step and sometimes skip
the measure phase altogether as they do not feel their measurement system needs any work. This
may be the case, but unless there is no possibility of error in the measurement system, it should
always be verified.

Before you go ahead and create experiments and analyze any data, you want to make sure that the
data is measured properly and that you can actually trust the data. This is the tool you need to use
to test the capability of your measurement system.

It is important to note that this tool is used for variable measurements (time, distance, length,
weight, temperature, etc.) and not attribute measurements (category, error type, ranking, etc.). To
test the capability of an attribute measurement system, you need to perform a Kappa Study.

The Gage R&R tests two main characteristics of a measurement system - its REPEATABILITY, and its
REPRODUCIBILITY. Yes, that is what the R&R stands for.

What is repeatability? When we are doing a measurement system analysis, we want to find out how
accurately a measurer can repeat their measurement. The measurer is usually a person, but
sometimes it could also be a machine or gage. Basically, the question we are asking here is - If I
measure the height of a product today, and I come back and measure the same piece of product
next week…will I get the same result?

For most people, that is a strange question. Most people will say - "Of course you will get the same
result!" This is not always the case; especially when you start getting down to millimetres and
further. If I am using a measuring tape to measure the height of a product, and the reading I get is
100 mm. It is very possible that I may measure it again and get a reading of 101 mm due to
measurement error. No, the product hasn't changed. It is most likely that you did something slightly
different when measuring this time. Perhaps you are measuring under a different light. Or your eyes
are measuring from a different height. There could be several factors.

What is reproducibility? Reproducibility looks at how well a measurer can reproduce a measurement
performed by another measurer. Again, the measurer here is usually a person, but could be a
machine or gage. Basically, the question we are asking here is - If Tony measured the height of this
product, will I get the same result as he did when I measure the same piece of product?

Again, there could be multiple factors for why the measurements each person took may come out a
little different. The goal is to have as little measurement error as possible and to be able to repeat
and reproduce measurements accurately every time.

The Gage R&R is set up like an experiment. Samples are randomly chosen for multiple operators to
measure. Each operator will also measure each sample randomly multiple times. The results of each
measurement are then run through a Gage R&R analysis (very easily done through statistical
software like Minitab or Sigma XL). This then tells us how good our repeatability and reproducibility
are.
So what if my measurement is a millimetre off? What's the big deal? The Gage R&R will tell you
whether it is a big deal or not.

This is determined by comparing the measurement variation to two things. Firstly, it compares the
measurement error to the tolerance in the specification. This is called the P/T ratio (or P to T ratio). It
addresses what percent of the tolerance is taken up by measurement error.

For example, if your tolerance is +/- 1 mm and your measurement variation take up most of that
tolerance, then you need to find ways to improve your measurement system. Otherwise, you may
be rejecting good product or accepting bad product because of a bad measurement system.

On the other hand, if the tolerance on the product is +/- 30 mm and your measurement variation is
just a small part of that, your measurement system should be fine.

The second thing that the measurement variation is compared to is the variation in the product
itself. This is called the %R&R. This addresses what percent of the total variation is taken up by
measurement error.

Similar to the P/T ratio, you want your measurement variation be small compared to the product
variation. The lower the P/T ratio and the %R&R, the better. As a rule of thumb, if you have a P/T
ratio lower than 30% and a %R&R lower than 28%, you can consider the measurement system to be
usable.

During the measure phase of your project, if you find that the measurement system used to
measure your inputs or outputs is not up to the mark through the Gage R&R, you will have to
investigate the causes for the measurement variation and eliminate them. You will then have to
perform the Gage R&R again to see if the system has improved. Once your Gage R&R metrics look
good, you can start using the measurement system to collect data for analysis.

Steps for Gage R&R:

1. Define the Measurement System:

Clearly define the measurement system under evaluation. This includes specifying the instrument or
device used for measurement, the operators who will perform the measurements, and the
characteristics or features being measured.

2. Select the Parts or Samples:

Choose a representative set of parts or samples that span the expected range of variation in the
process. These parts should be typical of what the measurement system will encounter in routine
use.

3. Select the Operators:

Identify the operators who will be involved in taking measurements. It's common to include a mix of
experienced and inexperienced operators to assess the system's robustness.

4. Conduct the Study:

Each operator measures each part or sample multiple times. The order of measurements should be
randomized to account for any sequence effects.

Record the measurement results in a data collection sheet.

5. Analyze Repeatability:

Calculate the repeatability, which assesses the variability in measurements taken by the same
operator on the same part. Use statistical methods, such as the Range (R) or standard deviation, to
quantify this variability.

6. Analyze Reproducibility:

Calculate the reproducibility, which assesses the variability introduced by different operators
measuring the same parts. Use statistical methods to quantify this variability.

7. Calculate Gage R&R Components:

Break down the total variability into components attributable to repeatability, reproducibility, and
part-to-part variation. The Gage R&R % Contribution formula is often used for this purpose.

8. Calculate Gage R&R % Contribution:

Evaluate the Gage R&R % Contribution, which represents the percentage of total variability
attributable to the measurement system. A low percentage indicates a more reliable measurement
system.

9. Assess Acceptance Criteria:

Compare the Gage R&R % Contribution to acceptable thresholds or criteria. Typically, a Gage R&R %
Contribution below 10% is considered acceptable for many applications.

10. Implement Improvements (if necessary):

If the Gage R&R study reveals issues with the measurement system, consider implementing
improvements. This may involve providing additional training to operators, calibrating instruments,
or selecting a more robust measurement method.

Kappa Statistic for Attribute MSA

The Kappa Statistic is the main metric used to measure how good or bad an attribute measurement
system is.

In the measure phase of a six sigma project, the measurement system analysis (MSA) is one of the
main and most important tasks to be performed. An MSA lets you know if you can trust the data that
you are measuring. Before you go ahead and create experiments and analyze any data, you want to
make sure that the data is measured properly and that you can actually trust the data. This is the
tool you need to use to test the capability of your measurement system.

It is important to note that this tool is used for attribute measurements (category, error type,
ranking, etc.) and not variable measurements (time, distance, length, weight, temperature, etc.). To
test the capability of a variable measurement system, you need to perform a Gage R&R.

Where would you use an attribute measurement system? Usually in service type environments. For
example, at a call center, you may have internal quality raters who rate each call on a scale of 1 to 5
depending on how well the call went. It is important to ensure a consistent measurement system - if
one quality rater gave a rating of 4 to a particular call, all the other quality raters should have the
same rating. If not, then there is some flaw, confusion, or inconsistency in the measurement system.

The Kappa statistic is used to summarize the level of agreement between raters after agreement by
chance has been removed. It tests how well raters agree with themselves (repeatability) and with
each other (reproducibility). For more information on repeatability and reproducibility, please see
Gage R&R.

P observed = Proportion of units classified in which the raters agreed

P chance = Proportion of units for which one would expect agreement by chance

The Kappa statistic tells us how much better the measurement system is than random chance. If
there is substantial agreement, there is the possibility that the ratings are accurate. If agreement is
poor, the usefulness of the ratings is extremely limited.

The Kappa statistic will always yield a number between -1 and +1. A value of -1 implies totally
random agreement by chance. A value of +1 implies perfect agreement. What Kappa value is
considered to be good enough for a measurement system? That very much depends on the
applications of your measurement system. As a general rule of thumb, a Kappa value of 0.7 or higher
should be good enough to use for investigation and improvement purposes.

Just like the Gage R&R, the Attribute MSA is set up like an experiment. Samples are randomly chosen
for multiple operators to measure. Each operator will also measure each sample randomly multiple
times. The results of each measurement are then run through an Attribute MSA analysis (very easily
done through statistical software like Minitab or Sigma XL). This then gives us the output of the
Kappa statistic, and lets us know how much better than random chance our measurements system
is.

Statistical Software:

Utilize statistical software (e.g., Minitab, Excel with data analysis tools) for data analysis, calculations
of descriptive statistics, and the generation of graphical representations.

Explanation:

Statistical Software:
Statistical software refers to specialized computer programs designed to perform statistical analysis
on datasets. These tools facilitate the exploration, interpretation, and visualization of data, helping
researchers, analysts, and decision-makers derive meaningful insights.

Key Functions of Statistical Software:

Descriptive Statistics:

Calculate and present basic summary statistics, including measures of central tendency (mean,
median, mode), dispersion (range, variance, standard deviation), and distribution shape.

Inferential Statistics:

Conduct hypothesis testing, confidence interval estimation, and analysis of variance (ANOVA) to
make inferences about population parameters based on sample data.

Regression Analysis:

Perform regression analysis to model relationships between variables and make predictions. This
includes simple linear regression, multiple regression, and logistic regression.

Data Visualization:

Generate graphical representations of data, such as histograms, scatter plots, box plots, and pie
charts, to aid in visual exploration and interpretation.

Time Series Analysis:

Analyze time-series data to identify trends, seasonality, and patterns over time. This is essential in
fields like finance, economics, and environmental science.

Cluster Analysis:

Group similar data points into clusters based on common characteristics, helping to identify patterns
and structures within the dataset.

Factor Analysis:

Identify underlying factors that explain patterns of variability among observed variables, simplifying
the complexity of datasets.

Survival Analysis:
Analyze time-to-event data, commonly used in medical research to study the time until a particular
event (such as death) occurs.

Applications of Statistical Software:

Scientific Research:

Statistical software is extensively used in scientific research to analyze experimental data, test
hypotheses, and draw conclusions from empirical studies.

Quality Control and Process Improvement:

Industries use statistical software to monitor and control the quality of products and processes,
employing techniques like control charts and statistical process control (SPC).

Market Research and Business Analytics:

Businesses use statistical tools for market research, customer segmentation, and predictive
modelling to make informed business decisions.

Finance and Economics:

Statistical software is vital in financial modeling, risk assessment, and economic forecasting to
analyze trends, assess investments, and make financial decisions.

Healthcare and Clinical Research:

In healthcare, statistical software is used for clinical trials, epidemiological studies, and data analysis
to improve patient outcomes and inform medical decisions.

Social Sciences:

Researchers in social sciences utilize statistical software to analyze survey data, conduct experiments,
and explore trends in human behavior.

Environmental Science:

Statistical methods are applied in environmental science for analyzing climate data, assessing
pollution levels, and modeling ecological systems.

Education:
Statistical software is used in educational research and teaching to demonstrate statistical concepts,
conduct experiments, and analyze student performance data.

Government and Policy Analysis:

Governments use statistical software for policy analysis, demographic studies, and public opinion
research to inform policymaking.

Manufacturing and Engineering:

Statistical methods aid in optimizing manufacturing processes, conducting reliability analysis, and
ensuring product quality in engineering applications.

Statistical software is a powerful tool in various fields, enabling data-driven decision-making,

hypothesis testing, and the extraction of valuable insights from complex datasets. Its applications
continue to grow as the importance of data-driven decision-making becomes increasingly recognized
across diverse industries.

Process Mapping (Detailed):

Create a detailed process map that identifies all subprocesses, inputs, outputs, and key process
variables. This aids in understanding the flow and structure of the process.

These tools collectively support the objective of accurately measuring and understanding the current
state of the process, providing a foundation for the subsequent "Analyze" phase. The Measure phase
helps quantify the performance of the process and identify areas for improvement.

Steps for Detailed Process Mapping:

1. Define the Scope:

Clearly define the boundaries and scope of the process you are mapping. Understand the start and
end points of the process.

2. Identify the Main Process:

Determine the primary process you are mapping. This is the central flow of activities that achieve the
desired outcome.

3. Break Down into Subprocesses:

Identify and define subprocesses that contribute to the main process. Break down the process into
smaller, manageable steps.

4. Identify Inputs and Outputs:

For each subprocess, identify the inputs required and the outputs produced. Understand the flow of
information or materials within the process.

5. Capture Key Process Variables:

Identify and document key process variables that have a significant impact on the outcome of each
subprocess. These variables may include time, temperature, pressure, or any other relevant factors.

6. Use Flowchart Symbols:

Utilize flowchart symbols to represent different elements of the process. Common symbols include
rectangles for processes, arrows for flow direction, diamonds for decision points, and ovals for
start/end points.

7. Document Decision Points:

Clearly document decision points within the process. Decision points indicate where different paths
or actions may be taken based on specific conditions.

8. Detail Activities within Subprocesses:

Break down subprocesses into detailed activities or tasks. Provide sufficient information to
understand each step within the process.

9. Include Roles and Responsibilities:

Specify the roles and responsibilities of individuals or teams involved in each subprocess. This helps
in clarifying accountability and ownership.

10. Review and Validate:

- Conduct a review with key stakeholders to ensure the accuracy and completeness of the detailed
process map. Validate the information with those directly involved in the process.

Tools for Detailed Process Mapping:

Flowcharting Software:
Use specialized flowcharting tools like Microsoft Visio, Lucid chart, or draw.io to create detailed
process maps with professional-looking diagrams.

Pen and Paper:

In initial stages, a simple pen and paper can be used to sketch out the process map. This allows for
quick brainstorming and ideation.

Collaborative Whiteboard Platforms:

Platforms like Miro or Microsoft Whiteboard enable teams to collaborate in real-time, allowing for
virtual brainstorming and mapping sessions.

Process Mapping Templates:

Utilize predefined process mapping templates to streamline the mapping process. Many software
tools offer templates tailored for different types of processes.

Spreadsheets:

Excel or Google Sheets can be used to create a basic process map, especially when a detailed visual
representation is not the primary focus.

**Process Flowchart Template**

**Start:**

- [Describe the starting point of the process]

**Step 1:**

- [Describe the first major step]

- [Substep 1]

- [Substep 2]

...

**Step 2:**

- [Describe the second major step]

 - [Substep 1]

- [Substep 2]

...

**Step 3:**

- [Describe the third major step]

- [Substep 1]

- [Substep 2]

...

**End:**

- [Describe the end point of the process]

**Decision Points:**

- [Indicate decision points and possible outcomes]

**Notes:**

- [Include any additional notes or explanations]

**SIPOC Diagram Template**

**Process Name/Title:** [Enter Process Name/Title]

**Date:** [Enter Date]

**Suppliers (S):**

- [List key suppliers providing inputs to the process]

1. [Supplier 1]

2. [Supplier 2]

3. [Supplier 3]
 ... [Add as needed]

**Inputs (I):**

- [List key inputs received from suppliers]

1. [Input 1]

2. [Input 2]

3. [Input 3]

... [Add as needed]

**Process (P):**

- [Diagram or describe the main steps or activities in the process]

- [Step 1]

- [Step 2]

- [Step 3]

... [Add as needed]

**Outputs (O):**

- [List key outputs generated by the process]

1. [Output 1]

2. [Output 2]

3. [Output 3]

... [Add as needed]

**Customers (C):**

- [Identify internal and external customers who receive the process outputs]

1. [Customer 1]

2. [Customer 2]

3. [Customer 3]

... [Add as needed]

**Notes:**
- [Include any additional notes or explanations]