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Casual Articles - Some Lean Six Sigma Tools - Define and Measure
Making money on the web by selling cars online is not just a pipe dream. There are people making good money by selling cars online.At first glance some may think that this is difficult or requires special skills. In fact it is possible to learn selling cars online techniques in a short time. Then it's a matter of applying what you have learned to the real world.Many people are surprised that selling cars online is a big business on the Internet. After all who would buy a car online? Actually quite a few...thousands of people every month buy cars online.Some folks do buy from local online sources such as Craigslist or online classifieds from neighborhood newspapers. If you check out the many online car adv
Data collection plan:
This includes decisions as to what data (balanced between input and
output) to collect, identification of
stratification factors (these help determine patterns in the data),
determination of sample size, identification of data sources,
development of data collection sheets and assignment of data
collection duties among team members.
Pareto charts:
This is one more tool for focusing the team's efforts on the most
important problems. A Pareto chart is a bar
chart where the horizontal axis represents categories. On the
vertical axis we can plot in descending order, the frequency of
occurrence, or cost, speed or quality impact of each category.
Where a clear Pareto effect exists, only a few of the categor
The Olympic Games are a global celebration of challenge, performance and achievement. Around the world, viewers thrill to see who takes home the Bronze, Silver and Gold.I enjoy looking deeper, silently granting ‘Personal Diamond Awards’ to anyone who goes faster, higher or longer and achieves a ‘personal best’.What would the Olympics be like if we officially included the Personal Diamond Awards?Imagine an athlete who wins the bronze medal as well as a Personal Diamond. How would that athlete react? How might the audience respond? Would the bronze medalist begrudge the silver or gold medal winners? Not at all. Would the silver and gold winners offer their sincere and heartfelt congratulations? Absolutely.The cost, speed and quality leaps of Lean Six Sigma are obtained through the application of appropriate tools. Following the DMAIC improvement model of Lean Six Sigma, we will look at a number of tools from each phase.
The Define Phase
Purpose of Define: This phase of the Lean Six Sigma implementation identifies the improvement opportunities and customer deliverables and defines a scope. At the end of the define phase, we should have a project charter, clearly identified stakeholders, a project team, estimation of business implications, an evaluation of customer requirements, a high level process map and project management and communication plans.
Tools for Define:
Stakeholder Analysis:
The various stakeholders (customers, shareholders, employees) are
listed and the potential impact of the improvement project on each assessed as substantial, average, low or nil.
SIPOC diagram:
Of the tools applied in this stage of the improvement project,
perhaps the most commonly used is the SIPOC diagram. SIPOC stands
for Suppliers, Inputs, Process, Outputs and Customers. The diagram
provides a visual answer to the questions required to understand
the process: who are the primary stakeholders of this process? What
value does it create? Who is the owner of the process? What are the
inputs and who provides them? What resources are consumed by the
process? What process steps create the value?
The steps involved in creating the SIPOC diagram and the involvement of team members in brain storming and idea generating sessions are as important as the resulting diagram.
VOC - Voice of the Customer:
Critical to a proper definition of the improvement project is the
availability of data representing customer viewpoints and
requirements. These are collected using VOC tools like interviews,
surveys, focus groups, comment cards, suggestion/complaint boxes
etc. The definition of customer here includes internal and external
customers.
Using Kano analysis coverts raw quantitative and qualitative data obtained from the above into clearer expressions of the value customers place on various product and service features you offer.
Development of critical-to-quality requirements converts customer statements, which may be imprecise, to precise requirements (valued from the customer's perspective) for your product or service.
The Measure Phase
Purpose of Measure:
This phase quantifies the current state of the process with respect
to cost, speed and quality and provides an idea of the gaps to be
filled. At the end of this phase, we have a detailed map of the
process, data on key input and output variables, an analysis of the
capability of the process, refined project charter and plans where
warranted by new information, and recommended actions to pick low
hanging fruits.
Tools for Measure:
Operational definition - various measures are defined so that all
team members apply the same definitions when gathering data for the
improvement project.
Process map, value stream map, complexity value stream map: This produces a more detailed representation of the process than the SIPOC diagram and includes such information as wait times, processing times, resource consumptions, process operator etc.
Cause Effect Matrix:
This tabulates causes against effects and calculates scores which
are used to rank the causes. As a measure
tool, this matrix is used to select which inputs to focus on
because of their significant impact on the process outputs.
Preliminary FMEA (failure modes and effects analysis): This tool has a similar function to the cause and effect matrix. All possible failures in the inputs are considered, and then weighted according to probability of occurrence, severity of impact on outputs and difficulty of detection. This assessment also helps to determine what inputs the project team should focus on.
Data collection plan:
This includes decisions as to what data (balanced between input and
output) to collect, identification of
stratification factors (these help determine patterns in the data),
determination of sample size, identification of data sources,
development of data collection sheets and assignment of data
collection duties among team members.
Pareto charts:
This is one more tool for focusing the team's efforts on the most
important problems. A Pareto chart is a bar
chart where the horizontal axis represents categories. On the
vertical axis we can plot in descending order, the frequency of
occurrence, or cost, speed or quality impact of each category.
Where a clear Pareto effect exists, only a few of the categori
One of the certain aspects of working life is that unexpectedly you can be assigned a project to do. In fact if you are building a business of your own you will have long-term projects that are essential to its profitable development.But in order to ensure the smooth and successful running of your business it's vital to have efficient systems in place to deal with these projects. Most of them will have deadlines for completion at some point in the future. But it is how you deal with these deadlines that will determine how efficient you are at managing your business.The simple thing to do is to schedule the project in your diary for perhaps a few days before the completion date, even if it is several weeks away. T
Of the tools applied in this stage of the improvement project, perhaps the most commonly used is the SIPOC diagram. SIPOC stands for Suppliers, Inputs, Process, Outputs and Customers. The diagram provides a visual answer to the questions required to understand the process: who are the primary stakeholders of this process? What value does it create? Who is the owner of the process? What are the inputs and who provides them? What resources are consumed by the process? What process steps create the value?
The steps involved in creating the SIPOC diagram and the involvement of team members in brain storming and idea generating sessions are as important as the resulting diagram.
VOC - Voice of the Customer:
Critical to a proper definition of the improvement project is the
availability of data representing customer viewpoints and
requirements. These are collected using VOC tools like interviews,
surveys, focus groups, comment cards, suggestion/complaint boxes
etc. The definition of customer here includes internal and external
customers.
Using Kano analysis coverts raw quantitative and qualitative data obtained from the above into clearer expressions of the value customers place on various product and service features you offer.
Development of critical-to-quality requirements converts customer statements, which may be imprecise, to precise requirements (valued from the customer's perspective) for your product or service.
The Measure Phase
Purpose of Measure:
This phase quantifies the current state of the process with respect
to cost, speed and quality and provides an idea of the gaps to be
filled. At the end of this phase, we have a detailed map of the
process, data on key input and output variables, an analysis of the
capability of the process, refined project charter and plans where
warranted by new information, and recommended actions to pick low
hanging fruits.
Tools for Measure:
Operational definition - various measures are defined so that all
team members apply the same definitions when gathering data for the
improvement project.
Process map, value stream map, complexity value stream map: This produces a more detailed representation of the process than the SIPOC diagram and includes such information as wait times, processing times, resource consumptions, process operator etc.
Cause Effect Matrix:
This tabulates causes against effects and calculates scores which
are used to rank the causes. As a measure
tool, this matrix is used to select which inputs to focus on
because of their significant impact on the process outputs.
Preliminary FMEA (failure modes and effects analysis): This tool has a similar function to the cause and effect matrix. All possible failures in the inputs are considered, and then weighted according to probability of occurrence, severity of impact on outputs and difficulty of detection. This assessment also helps to determine what inputs the project team should focus on.
Data collection plan:
This includes decisions as to what data (balanced between input and
output) to collect, identification of
stratification factors (these help determine patterns in the data),
determination of sample size, identification of data sources,
development of data collection sheets and assignment of data
collection duties among team members.
Pareto charts:
This is one more tool for focusing the team's efforts on the most
important problems. A Pareto chart is a bar
chart where the horizontal axis represents categories. On the
vertical axis we can plot in descending order, the frequency of
occurrence, or cost, speed or quality impact of each category.
Where a clear Pareto effect exists, only a few of the categor
About logos, it can be said that it is an image, which symbolizes a business and its services in an explanatory manner. Logos pictorially represent what can be said or done in few sentences. Logos can range from a simple dot to a very complicated maze of colors and patterns. To create a deep impact on the minds of the people is the central role of a logo as pictures appeal more to the human mind. Logos are thus indispensable for the success of a business. It is an identity, which represents what your company stands for and what it wants to achieve.Logos serve to attract the attention of the onlookers. Some brilliantly designed logos like the "Swoosh" of Nike or the "Golden Arch". McDonald's, have become trend –setters
Using Kano analysis coverts raw quantitative and qualitative data obtained from the above into clearer expressions of the value customers place on various product and service features you offer.
Development of critical-to-quality requirements converts customer statements, which may be imprecise, to precise requirements (valued from the customer's perspective) for your product or service.
The Measure Phase
Purpose of Measure:
This phase quantifies the current state of the process with respect
to cost, speed and quality and provides an idea of the gaps to be
filled. At the end of this phase, we have a detailed map of the
process, data on key input and output variables, an analysis of the
capability of the process, refined project charter and plans where
warranted by new information, and recommended actions to pick low
hanging fruits.
Tools for Measure:
Operational definition - various measures are defined so that all
team members apply the same definitions when gathering data for the
improvement project.
Process map, value stream map, complexity value stream map: This produces a more detailed representation of the process than the SIPOC diagram and includes such information as wait times, processing times, resource consumptions, process operator etc.
Cause Effect Matrix:
This tabulates causes against effects and calculates scores which
are used to rank the causes. As a measure
tool, this matrix is used to select which inputs to focus on
because of their significant impact on the process outputs.
Preliminary FMEA (failure modes and effects analysis): This tool has a similar function to the cause and effect matrix. All possible failures in the inputs are considered, and then weighted according to probability of occurrence, severity of impact on outputs and difficulty of detection. This assessment also helps to determine what inputs the project team should focus on.
Data collection plan:
This includes decisions as to what data (balanced between input and
output) to collect, identification of
stratification factors (these help determine patterns in the data),
determination of sample size, identification of data sources,
development of data collection sheets and assignment of data
collection duties among team members.
Pareto charts:
This is one more tool for focusing the team's efforts on the most
important problems. A Pareto chart is a bar
chart where the horizontal axis represents categories. On the
vertical axis we can plot in descending order, the frequency of
occurrence, or cost, speed or quality impact of each category.
Where a clear Pareto effect exists, only a few of the categor
Chekan (pronounced Chek-Ahn) is a simple, wonderfully resourceful and positive lady who is one of the few friends who inspire me. This is simple account of how this stay-at-home Mom became an Entrepreneur who couldn't stop making money even if she tried!Like many women, Chekan had simple expectations in life. She was was contented to be a stay-at-home Mom, taking care of her family, but When her kids were older and didn't need so much attention, she found a job at a major electronics production factory to keep busy and make a little extra money. She began picking up English simply to better herself. Eventually, her proficiency in English helped her secure a job in the company where I worked some ten years ago.In
Tools for Measure:
Operational definition - various measures are defined so that all
team members apply the same definitions when gathering data for the
improvement project.
Process map, value stream map, complexity value stream map: This produces a more detailed representation of the process than the SIPOC diagram and includes such information as wait times, processing times, resource consumptions, process operator etc.
Cause Effect Matrix:
This tabulates causes against effects and calculates scores which
are used to rank the causes. As a measure
tool, this matrix is used to select which inputs to focus on
because of their significant impact on the process outputs.
Preliminary FMEA (failure modes and effects analysis): This tool has a similar function to the cause and effect matrix. All possible failures in the inputs are considered, and then weighted according to probability of occurrence, severity of impact on outputs and difficulty of detection. This assessment also helps to determine what inputs the project team should focus on.
Data collection plan:
This includes decisions as to what data (balanced between input and
output) to collect, identification of
stratification factors (these help determine patterns in the data),
determination of sample size, identification of data sources,
development of data collection sheets and assignment of data
collection duties among team members.
Pareto charts:
This is one more tool for focusing the team's efforts on the most
important problems. A Pareto chart is a bar
chart where the horizontal axis represents categories. On the
vertical axis we can plot in descending order, the frequency of
occurrence, or cost, speed or quality impact of each category.
Where a clear Pareto effect exists, only a few of the categor
In my conversations with individuals over the last several months a common theme has occurred. Many have said, “In light of the economic times, I need to put my own Career Vision on hold.” Does Economic Recession mean a Career Vision Recession?If Career Vision were a one-time situation or event, I would agree with that statement. HOWEVER, Career Vision process and creation is much like growing a garden. We can’t stop the pruning, watering, weeding, hoeing, general care and feeding. If we do the garden dies and we have to start all over. During a drought, we water more. This is the similar to the way to frame what needs to happen with your Career Vision during a recessionary time. You may need to focus on the tac
Data collection plan:
This includes decisions as to what data (balanced between input and
output) to collect, identification of
stratification factors (these help determine patterns in the data),
determination of sample size, identification of data sources,
development of data collection sheets and assignment of data
collection duties among team members.
Pareto charts:
This is one more tool for focusing the team's efforts on the most
important problems. A Pareto chart is a bar
chart where the horizontal axis represents categories. On the
vertical axis we can plot in descending order, the frequency of
occurrence, or cost, speed or quality impact of each category.
Where a clear Pareto effect exists, only a few of the categories
(typically 20% or less) are responsible for majority of the effects
(80% or more).
Measurement systems analysis:
The process of obtaining measurements is subjected to standard analyses to ensure reliability, repeatability and reproducibility. Other attributes of
the measurement system are stability, bias and discrimination.
Control charts:
A control chart is a run chart sequence of quantitative data with
three horizontal lines showing a centred mean and upper and lower
control limits. Control charts help to assess the nature of
variation of the process. In-control processes are expected to
yield data points randomly distributed around the mean but within
the calculated control limits.
Process capability assessment:
This tool measures of process capability assess the ability of a
process to meet functional requirements.
Several measures of capability exist. All of them are compare the
process standard deviation to the allowable range of variation as
specified by the customer.
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