As per definition Six sigma is a new improvement strategy that apply in production to service delivery. Basically how to apply the six sigma vision are manage of the process running of the below parameters:
1. To Define
2. To Measure
3. To Analyze
4. To Improve
5. To Control
It will explain each of the process phases used in the Six Sigma methodology and provide you with a better understanding of what is needed to successfully implement Six Sigma in your organization.
Define
The Six Sigma methodology follows the DMAIC principle of problem solving. The acronym is taken from the first letters for each phase: Define, Measure, Analyze, Improve, and Control. The DMAIC methodology provides a structure for logic progression through a problem solving activity.
First Step of Define - When should we use Six Sigma?
The very first step is to define your problem. By asking some basic questions and analyzing the current issues, a fundamental understanding can be gained to assist in choosing the correct methodology to solve the problem. Perhaps a full blown Six Sigma project is not needed; instead implementing Lean Manufacturing tools or TOC (Theory of Constraints) may solve the issue.
Define the Problem
Once it is determined that it is necessary to utilize the Six Sigma approach there are some key elements in defining the problem that ensure success.
- Prioritize opportunities for improvement. What are the issues and their impact within the organization? The impact should be evaluated from different functional areas ranging from financial to strategic goals of the organization.
- Select the appropriate project based on the data collected in step one and management's acceptance.
- Create a project charter covering the project statement, project scope, business impact, goals, timeline, project team, and management commitment.
- Finally, recruit a dedicated cross-functional team comprised of stakeholders to find a solution to the problem.
The Define phase is where an individual needs to realize that the Six Sigma methodology might not be the best way to resolve the problem. This expertise comes through training and experience. Ultimately, if you properly define the problem, you define the proper course of action, resulting in a bigger return on investment spent to solve the problem.
Measure
The “Measure” phase uses a series of tools to take snapshots of the current state of the process or system from the 50,000 ft. level down to the ground floor. This phase is critical for the project. It allows the establishment of baseline data to later evaluate impact of the project. This will also allow current targets for performance to be evaluated and revised as needed. Determination of process inputs and outputs are accomplished during this phase. Finally, measurement systems used by, or to monitor the process or system are validated.
What is the current state of the process / system?
First, it is important to describe what the current state is. In other words, “What is currently going on?” To gain an understanding of the current state, a value stream map (VSM) is usually employed. VSM allows a high level look at the process as it relates to the organization as part of the system of inputs and outputs. VSM will identify those inputs that are critical and potential areas that need improvement.
This is also the time when a detailed process map, specific to the problem process, can be created. This is a step by step flow chart or outline of how the process is operated. The key is not just taking current work instructions and using them during this step. This can potentially lead to misunderstanding of the current state for a couple of reasons.
- If the work instructions were created at an earlier time they may not be updated to the present way of performing the operations.
- Operators performing the tasks could have developed new techniques that are not reflected in the work instructions.
Finally, by focusing the view closer to ground level, a cause and effect analysis can be performed. By reviewing the VSM and process map, along with brainstorming with the team, those inputs that are thought to influence certain outputs or issues can be documented.
Do we have valid data?
The final stage of the “Measure” phase is to review the data that discussions are based on to ensure that it is appropriate and valid. The first part is to review that the metrics or data being monitored are appropriate for the process or issue under consideration. To assist, the question to ask can be, “Is the metric being used truly related to the process under consideration and does it allow understanding into the performance?”
The second part is verifying the validity of the measurement data. The easiest way to attack this is to perform a Gage R&R (Gage repeatability and reproducibility). This will show if the measurements system can detect the variation in the process while being accurate.
The “Measure” phase, as simple as it sounds, can become a bottleneck to the project. It is very hard to plan improvements without understanding the current state. It also becomes very hard to identify potential issues, or even where to begin in solving the problem. While you may know where to focus, how to solve the issue, or prove that the problem was solved becomes nearly impossible without valid data.
Analyze
If “Measure” is considered the critical phase, then the “Analyze” phase is the heart of the project. The Analyze phase identifies and verifies the critical inputs that affect the key outputs to the process, project, or system being studied. In this phase data is systematically collected and analyzed to determine the significance of the inputs on the outputs.
As the system is run, the inputs of volume and pressure are changed according to the matrix and the resulting weight is recorded. This data is statistically analyzed to determine if volume, pressure, or the interaction of volume and pressure have an effect on weight. It is this analysis that can pinpoint the areas for improvement.
This has been a very brief explanation of the Analyze phase and the one tool, DOE, which is basic to most Six Sigma projects. Understanding and using DOE takes training and experience to utilize it effectively. When used effectively, an organization can gain understanding into its processes or systems that it would not have thought possible. This can result in increased productivity and decreased costs. Based on this understanding the next phase of the project, ‘Improve,’ can begin.
Improve
The Improve phase of the Six Sigma project might be considered the reward for the hard work conducted in the previous phases. We begin to see the return on the invested time, planning, thought, and execution done on the project. The team implements solutions and begins to see the benefits from these improvements.
Tools that are typically used at this phase are Brainstorming, DOE's (Design of Experiments), Quality at the Source, Regression Analysis, and Kanban to name a few.
A Plan to Improve
It is important to use the data from the Analysis phase to lead you to solutions. The Analysis phase many times shows a statistical solution. Now the team needs to brainstorm to develop a practical solution to implement. Many times multiple solutions may be derived. The team must prioritize and select the solution(s) to be implemented.
These solutions are then implemented in pilot runs to see if the actual results match those predicted or suggested from the analyze phase. Pilot runs allow the team to control the environment to see the impact of the improvement implemented. It also allows the team to change or adjust the solution, if needed, for better results. This occurs many times and should not get the team discouraged. Further DOE's may be needed to see how to improve the piloted improvement.
It is important not to get stuck in a loop during the Improve phase. The team may be striving for unobtainable results and will continue to go back to the drawing board to come up with improvements. The team may even move beyond the scope of the project in the desire to "fix the world." If the solution(s) / improvement(s) work very well during the pilot, implement them fully and consider this phase closed.
Control
The Six Sigma project is brought to closure through the Control phase. While the project is coming to an end, this does not close the door on continuous improvement. This phase sets the tools in place to continually monitor the process. By monitoring the process data can be used to evaluate the performance and areas for improvement.
Tools that are typically used at this phase are SPC (Statistical Process Control), Standardized Work, and Visual Controls to name a few.
Maintain Gains of the Project Through Control
There are critical steps that need to be taken during the Control phase of the project. If they are not taken there is a high probability that the gains seen during the project will not be sustained.
The first step is to create a plan to monitor the process. This can be as basic as simple metrics to more formal control charts. In either case, short- and long-term analysis needs to be completed on the data at regular intervals. This will help to sustain improvements and evaluate any needed actions for further improvements.
The next step is sometimes overlooked, but is needed for the long-term success of the project — documentation of, and training to, the new process. All personnel must be familiar with the new changes and why they are being made. Along with this is the transfer of ownership to the process owner or champion if they have not been leading the project.
These last steps are critical to the success of Six Sigma within the organization. During these steps there is the closure of the project through the project charter. This includes analysis of the gains from the project, the successes during the project, and any lessons learned during the project. This review should be presented to management for their consideration and approval. Further review of the project should also include areas of opportunity to integrate or institutionalize the improvements into other areas of the organization.
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