Six Sigma Demystified

By Paul Keller Tool Activity Network Diagram When to use Define Define Improve All All Measure Analyze Analyze Measure Analyze Control Analyze Improve Measure Improve Cause and Effec Diagram Confidence Interval on Mean Confidence Interval on Proportion Contingency Tables Contour Plot Control Plans Design of Experiments (DOE) Analyze Improve Measure Analyze Measure Analyze Analyze Improve Control Measure Analyze Improve Improve Measure to Control Analyze and Improve Analyze Measure Control Analyze Improve Analyze Analyze Improve Analyze Improve Improve Minitab No No No No No Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes No Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes No No No How to use To identify the critical path for the cycle time reduction. To identify project activities that determine the total project duration. To verify the reduction in process-critical path cycle time. To reach consensus on issues affecting the team or the project success, such as the projec's objectives, scope, or date collection strategy. To understand perceptions of current problems and their root causes, and the categorize to focus project's data collection. To isolate sources of measurement error, particularly when R&R studies cannot be done (such as in destructive testing). To look for differences between subsets of data as a source of variation in the process. To investigate statistical significance of a regression model to uncover portential process drivers. To investigate process autocorrelation and its effect on baseline data. To analyze regression residuals for violation of independence assumption. To develop a control strategy that considers the serial dependence of the process. To graphically compare the location and variation of various processes or categories of products or services. To graphically compare before and after states of process improvement. To estimate, using attributes data, the process baseline. Generally, we would greatly prefer the use of variables control charts for this purpose. Since the number of errors tends to be quite small (for even very large samples), the use of attribute charts is limited in the improve stage. To brainstorm potential underlying process factors, which can be investigated ina design experiment. To generate a list of potential failure modes that should be addressed in the solution. To estimate process average (for baseline estimates) when insufficient data exists to establish process control. To compare the mean of samples from different process conditions. To estimate process average rate (for baseline estimates) when insufficient data exists to establish process control. To compare error rates of samples from different process conditions. To compare results of sampling from different process conditions to detect If they are independent. Use in response surface analysis to determine where a maximum or minimum response is expected within or close to the data range. To document the strategy for controlling the key process variables. To estimate the effect of various conditions or equipment on measurement variation. To determine the process drivers, the sources of variation in a process. To optimize a process (using response surface designs). To determine simultaneous optimal conditions for multiple responses. To estimate properties or an existing or potential process or population, including its failures rate and sigma level. The distributions more common are: Binomial, Poisson, Exponential, Normal and Pearson & Johnson. To test observed date used in an ANOVA and to test residuals in a regression analysis. To determine significance of process factors. To baseline a process, particularly when non-normality of the process is suspected and rational subgroup size is one. To control a process, particularly when either non-normality of the process is suspected and rational subgroup size is one, or when small shifts in the process must be detected. To test for lack of fit in in first-order models. To test of significance of second-order terms in a proposed second-order models. When lack of fit is significant, test for surface curvature. Use fractional factorial designs as screening designs to understand sources of variation and discover the process drivers. Use supplement fractional factorial designs with center points to estimate curvature effects. To prioritize process activities or product features prone to failure. To determine high-risk process activities or product features in the proposed improvement. To reduce non-value-added cycle times due to movement , search time, ineffective use of floor space.

Afinity Diagram

ANOVA

Autocorrelation Charts

Box-Whisker Chart C Chart

Desirability Function Distributions Equality of Variance Test Evolutionary Operation (EVOP) EWMA Charts

F Test for Lack of Fit F Test for significance of Second-Order Terms F Test for Surface Curvature Factorial Designs Failure Modes and Effect Analysis (FMEA) Five S

Flowchart

Goodness of FIT Tests Histogram Hypothesis Testing of Mean of Two Samples Individual-X and Moving Range Charts

Improve Improve Measure Analyze Improve Control Measure to Control Measure and Analize Analyze Improve Measure Analize Improve Control Analyze and Improve Analyze All Improve Measure Define Improve Analyze Define Analyze Analyze Improve Measure Improve

No No No No No No Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes No No Yes Yes Yes Yes No No Yes Yes Yes Yes Yes Yes Yes No No No No

To improve inventory management. To reduce accidents and improve working conditions. Document as-is process and uncover varied shareholder preceptions. Discover process complexities which contribute to variation or longer cycle times. Communicate proposed changes. Document revised process. To verify an assumed distribution to ensure validity of statistical tests, including confidence tests, hypothesis tests, and statistical control charts. To graphically display the data as an aid in fitting distribution for capacity analysis or to visually detec the presence of multiple distributions. To compare mean of samples from different conditions. To compare process averages after improvements versus baseline estimates. To baseline the process by quantifying the common cause level of variation inherent to the process. To differentiate between common and special causes of variation. To verify the results of the process improvement on the process metric. To monitor the process to ensure the stability of the revised process and the continued benefit of the improvement. In analyzing the results of multiple regression and designed experiments to graphically show the effect of two factor interaction on a response. To identify key process drivers (root causes) and key outcomes when potential problems can interact to cause larger problems. Lean encompasses a variety of tools useful throughout DMAIC. Lean tools discussed include 5S, process cycle efficiency, spaghetti diagrams, and velocity. To balance the flow of orders through the process and reduce in-process inventories. To evaluate the accuracy of the measurement systema throughout the range of measurements required for the process. To select projects aligned with the company`s goals and objectives, and understand how customer requirements are aligned with process metrics. To ensure process solutions are aligned with customer needs. To categorize variation to eliminate factors. To investigate iteractions among factors. To reduce a large number of potential projects into a workable number of key projects. To reach consensus on which solution, of a large number of potential solutions, should be investigated in the initial stages of analysis. To compare mean of samples from different conditions, when normally cannot be assumed. To compare process averages after improvements versus baseline estimates, when normally cannot be assumed. To estimate, using attributes data, the process baseline. Generally, we would greatly prefer the use of variables control charts for this purpose. Since the number of errors tends to be quite small (for even very large samples), the use of attribute charts is limited in the improve stage. To estimate, using attributes data, the process baseline. Generally, we would greatly prefer the use of variables control charts for this purpose. Since the number of errors tends to be quite small (for even very large samples), the use of attribute charts is limited in the improve stage. To focus project resources on the products, departments, issues, defects, or causes yielding the highest return. To identify project activities that determine the total project duration. To identify the critical path for the cycle time reduction. To verify the reduction in process-critical path cycle time. To select projects aligned with the company`s goals and objectives, and understand how customer requirements are aligned with process metrics. To verify that project solutions are aligned with customer needs. To graphically test whether process data fit an assumed distribution for capability analysis, and to detect whether the population data meet the criteria of normality required for many statistical tests. To provide a process baseline estimated for a controlled process.

Interaction Plots Interrelationship Digraphs Lean Methodology Level Loading Linearity Analysis Matrix Diagrams

Multi-vari Plots Nominal Group Technique

Nonparametric Test on Equality of Means Np Chart

P Chart

Measure Improve

Pareto Chart PERT Analysis

Priorification Matrix

Define and Analyze Define Analyze Improve Define Improve Measure to Analize Measure

Probability Plotting Process Capability Index

Yes Yes

Process Cycle Efficiency Process Decision Program Charts Process Maps

Process Performance Indices Quality Function Deployment R&R Studies

Analyze Control Analyze Analyze Improve Define Measure Analyze Improve Control Measure Analyze and Improve Measure Control Measure Analyze Improve Analyze and Improve Improve

Yes Yes Yes Yes Yes No No No No No Yes No Yes Yes Yes Yes Yes Yes Yes

Regression Analysis

Residual Analysis Response Surface Analysis

To provide an estimate of the improved process and to verify that the improved process is in state of statistical control. To continuosly monitor the process to verify that it remains in a state of statistical control at the desired capability level. To prioritize cycle time improvement opportunities. To understand root causes of problems. To identify potential problems with the suggested solution, so that contingency plans may be adopted for process control. Document top-level process and identify shareholders. Document lower level of process and uncover varied of shareholder perceptions. Discover process complexities, responsible agents, and locations which contribute to variation or longer cycle times. Communicate proposed changes. Document revised process. To provide a process baseline estimate for a controlled process. To understand how customer requirements are translated into internal process and product requirements. To quantify the measurement error`s contribution to the variation (common and special causes) included in process baseline estimates, and to verify adecuate gage discrimation. To qualify operator`s proficiency on specific measurement equipment. Asses linearity of measurement system. Investigate relationship of process factors to metrics. Verify relationship of process factors to metrics after improvements. To check regression models for unnatural patterns. To map the response surface in the region of interest, to provide prediction of a change in the response as factor settings vary. To optimize the response, such as a maximum or minimum response or minimum variation in the response, to achieve improved process capability and yield of existing processes or best performance for new products or processes. And, to select operating conditions to meet desired specifications, such as when there are multiple specifications (one for each response) that must be simultaneously met. After response surface analysis has narrowed the range fot the optimal conditions. Use test 1-8 on X and Individual-X control charts; use 1-4 on atribute (P, U, Np, and C) charts. Run tests cannot be applied when the underlying data or the plotted statistic is autocorrelated, such a EWMA charts. To investigate the correlation of one variable to another. Use screening designs to understand socurces of variation and discover the process drivers. Document the top level process, its transactions, and its stakeholders. To identify unnecesary movement of material or personnel. To baseline the process by quantifying the common cause level of variation inherent to the process. And, as part of the measurement systems analysis, to evaluate repeatability and reproducibility. To differentiate between common and special causes of variation. To verify the results of the process improvement on the process metric. To monitor the process to ensure the stability of the revised process and the continued benefit of the improvement. To depict the data pattern, as an aid in understanding the underlying distribution, or distributions, of the data. To stabilize variance to meet the assumptions require for ANOVA techniques (a constant level of variances at each response level). To calculate parameters based on a measured response or responses. For example, cost may be the preferred response, even though labor time was measured. The effect of the parameter on process variation can also be calculated then there are repeat runs at each operating condition. To estimate, using attributes data, the process baseline. Generally, we would greatly prefer the use of variables control charts for this purpose. Since the number of errors tends to be quite small (for even very large samples), the use of attribute charts is limited in the improve stage. To prioritize cycle time improvement opportunities. To categorize the problems so the project can focus on one or more key areas (used in conjunction with Pareto analysis). And, to reduce the scope of a project to ensure completion in a reasonable time frame. To reduce the scope of the project to ensure completion in a reasonable time frame. To baseline the process by quantifying the common cause level of variation inherent to the process. And, as part of the measurement systems analysis, to evaluate repeatability and reproducibility.

Ridge Analysis Run Test Rules Scatter Diagrams Screening Designs SIPOC Spaghetti Diagram Statistical Process Control (SPC) Charts

Improve Measure Analyze Analyze Define Analyze Measure Analyze Improve Control Measure Analyze

Yes Yes Yes Yes No No Yes Yes Yes Yes Yes Yes

Stem and Leaf Plot Transformation

U Chart

Measure Improve

Yes Yes No No No Yes

Velocity Work Breakdown Structure

Analyze Define Analyze Measure

X-Bar Chart

Analyze Improve Control

Yes Yes Yes

To differentiate between common and special causes of variation. To verify the results of the process improvement on the process metric. To monitor the process to ensure the stability of the revised process and the continued benefit of the improvement.