Module: Six Sigma

Six Sigma is a problem solving methodology for improving business / operational performance; it’s about minimizing mistakes and maximizing value. Traditionally Six Sigma was seen as a quality improvement methodology but today, it’s evolved to be much more than that. Click here to read more.

Let’s start working with Six Sigma & what we refer to as the breakthrough equation.Y = f(X) + EIn the above equation: Y = the desired results or outcome; X = input factor(s); F = function (the way the inputs are transformed); E = the presence of error or uncertainty. Click here to read more.

Defining a Six Sigma project is 50% of the overall improvement process. By properly defining the project we can increase the chances of project success and make business improvements that a poorly defined project may not achieve. Click here to read more.

Identifying problems in Six Sigma starts with a very AS-IS detailed process map. For each step in our process maps, we should be adding: Click here to read more.

To identify all the X’s (inputs) in our process that impact the Y’s (the critical output(s)) through brainstorming alone can be an impossible task. So, we try to add some structured documentation to the mix so that we can start to identify those X’s in a structured manner. Click here to read more.

Six Sigma deploys a number of statistical methods to understand current processes. As we have discussed previously, variation in output costs the business, both directly and indirectly so we need to analyse and mitigate as much variation as we can. Click here to read more.

To truly deliver value, we first need to understand what value is from our customers’ perspective. We call this definition of value the Voice Of the Customer (VOC) and we should use it as our guiding principle for everything that we do.Click here to read more.

Capability is the term used to define how well a process matches the voice of the customer. To find this out, we need to be able to calculate the defect rate of the process. That is done with two main methods, we can firstly find the yield (the proportion of correct items) and derive the proportion of defects or we can directly analyse the number of defects in the process.Click here to read more.

In Six Sigma, we use capability indices to directly compare the voice of the process to the voice of the customer. This helps us to quantify the capability of the process to meet specification.Click here to read more.

Our next task is to reduce all the inputs that we’ve identified to just those few that impact variability the most. We can start to strip down the list of requirements by utilizing observation & recording the quantitative findings. For example, the actual variability in time to complete, the differences between Ben and Sue at processing orders and the variance in product dimensions at each stage of the process.Click here to read more.

Decision making from analysis in Six Sigma is the most important part of any project. It’s great that you’ve collected lots of tasty data but if you don’t take the correct decisions as a result, it will greatly impact your Six Sigma initiative.Click here to read more.

Finding the relationship between input variables and the output from the process can be vital to implementing a successful Six Sigma strategy. In the below chart, we can say that the data is correlated strongly. But, how strongly?Click here to read more.