{"id":1767,"date":"2019-05-31T15:00:38","date_gmt":"2019-05-31T15:00:38","guid":{"rendered":"http:\/\/wiki.thomasandsofia.com\/?p=1767"},"modified":"2019-05-31T15:00:38","modified_gmt":"2019-05-31T15:00:38","slug":"six-sigma-transcripts-1","status":"publish","type":"post","link":"https:\/\/wiki.thomasandsofia.com\/?p=1767","title":{"rendered":"Six Sigma Transcripts 1"},"content":{"rendered":"
\n
\n
\n

What is Six Sigma?<\/h3>\n
\n
\n

– What exactly is Six Sigma? <\/span> Six Sigma is a project-based approach <\/span> for improving effectiveness and efficiency. <\/span> It is a disciplined, customer-focused, <\/span> data-driven approach for improving the performance <\/span> of processes, products, or services. <\/span> Now, the term Six Sigma can be used <\/span> to refer to a philosophy, a performance metric, <\/span> or a methodology. <\/span> As a philosophy, <\/span> Six Sigma strives for perfection <\/span> in achieving effectiveness and efficiency <\/span> in meeting customer and business requirements. <\/span> Six Sigma is proactive and prevention-based <\/span> instead of reactive and detection-based. <\/span> As a performance metric, <\/span> Six Sigma refers to a level of quality <\/span> that is near perfection. <\/span> It strives for a defect level <\/span> that is no more than 3.4 parts per million. <\/span> Sigma is a letter in the Greek alphabet <\/span> used to represent standard deviation, <\/span> a measure of variation. <\/span> A Six Sigma process is very consistent, <\/span> with very little variation, <\/span> and therefore has a very small standard deviation. <\/span> So small that the distance from the mean, or the average, <\/span> to the nearest specification limit <\/span> is equivalent to six standard deviations, or six sigmas. <\/span> As a result, only 3.4 parts per million or less <\/span> are out of specification. <\/span> As a methodology, <\/span> Six Sigma refers to DMAIC, or D M A I C, <\/span> a methodology for improvement <\/span> named after its five phases of define, measure, <\/span> analyze, improve, and control. <\/span> Using this prescriptive approach, <\/span> a team focuses on improving what’s important to customers, <\/span> and uses data analysis <\/span> to diagnose and improve the performance <\/span> of process, products, or services. <\/span> So, now that we’ve covered Six Sigma at a very high level, <\/span> let’s walk through a simple example <\/span> of what Six Sigma can do. <\/span> Take the typical experience of calling a cable company <\/span> for installation or repair. <\/span> You call them and they say, <\/span> “The earliest we can get a technician out to your house <\/span> “is 10 working days from today.” <\/span> “And the technician will be there <\/span> “sometime between 8am and 5pm.” <\/span> Fast forward 10 days, <\/span> you have taken the day off work <\/span> to stay home and wait for the technician. <\/span> And you wait, and you wait. <\/span> Then the technician either does not show <\/span> or shows up late, past 5pm. <\/span> Wouldn’t it have been nice if instead they said, <\/span> “We can get a technician out to your house tomorrow <\/span> “between 8 and 8:30am.” <\/span> And the next day, the technician shows up at 8am. <\/span> Wow, that in a nutshell is what Six Sigma can do. <\/span> Now, later in this course, <\/span> we’ll go over the nuts and bolts of how this is done. <\/span> But the most important thing to grasp from this video <\/span> is that Six Sigma is a project methodology for improvement. <\/span> I’ve seen Six Sigma projects <\/span> reduce patient wait times in hospitals, <\/span> minimize defects in manufacturing, <\/span> cut down billing errors, <\/span> and improve guest experience in hotels. <\/span> Six Sigma works. <\/span> And I can’t wait to share how it works with you. <\/span><\/p>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n

\n
\n
\n

An overview of DMAIC<\/h3>\n
\n
\n

– Every Six Sigma project has five phases. <\/span> Those phases are Define, Measure, Analyze, <\/span> Improve, and Control. <\/span> Or D-M-A-I-C or DMAIC for short. <\/span> In this movie, we are going to walk through each phase. <\/span> To clearly understand each phase, <\/span> we are going to use, again, <\/span> the experience of calling a cable company for installation. <\/span> In this example, the earliest a technician can come <\/span> is 10 working days from today. <\/span> We are told that a technician will show up sometime <\/span> between 8 a.m. and 5 p.m. <\/span> As customers, our immediate questions are <\/span> why does it take so long <\/span> and why so much uncertainty <\/span> as to when the technician shows up? <\/span> With that example as our backdrop, <\/span> let’s explore the five phases. <\/span> First up, we have Define. <\/span> In the Define phase, the project is defined, <\/span> the project team is selected, <\/span> and management launches the Six Sigma project. <\/span> The team is tasked with understanding <\/span> what is important to customers <\/span> and determine the performance outcome to be improved. <\/span> In Six Sigma, the performance outcome to be improved <\/span> is known as the Y, as in Y is a function of x. <\/span> In our example, Y is the lead time <\/span> for the technician to show up at your door as promised. <\/span> Next, we move onto Measure. <\/span> In the Measure phase, <\/span> the size and the scope of the problem is understood <\/span> and performance on Y is measured. <\/span> We collect data and we measure how long it takes <\/span> and how consistently the technician shows up as promised. <\/span> The process steps are understood. <\/span> The process steps involve the time taken <\/span> and any delays due to rework or workarounds. <\/span> Suppose it takes two days for the information <\/span> to reach engineering <\/span> and up to five days to review and process <\/span> and another two to three days for dispatch to schedule. <\/span> In total, it takes five to 10 days <\/span> before a technician can show up at your door. <\/span> Due to this variation, <\/span> the call center has to schedule 10 days out. <\/span> This is the kind of data that is collected <\/span> during the Measure phase. <\/span> After we’ve defined and measured, we analyze. <\/span> The data is analyzed to determine the causes <\/span> of factors that impact performance. <\/span> In other words, we diagnose and prove <\/span> which x factors impact the Y. <\/span> Back to our cable company. <\/span> Why does it take so long <\/span> and why is there so much variation at each step? <\/span> Why does it take the call center up to two days <\/span> just to inform engineering? <\/span> Why does it take engineering up to five days <\/span> to process the information? <\/span> Why does it take dispatch two to three days to schedule? <\/span> Root cause analysis is performed, <\/span> so that the causes of poor performance are determined. <\/span> The x factors that drive performance Y are determined. <\/span> Then we move onto Improve. <\/span> In the Improve phase, solutions are developed <\/span> to address the proven x factors, <\/span> so that Y can be improved. <\/span> Solutions are developed, piloted, and implemented <\/span> to reduce the length and the variability <\/span> of processing times. <\/span> In our example, this results in the whole process, <\/span> from call center to engineering to dispatch <\/span> and a field technician showing up <\/span> taking less than 24 hours. <\/span> Finally, we move onto Control. <\/span> In the Control phase, controls are established <\/span> to ensure that our improvements or gains are sustainable. <\/span> Controls and procedures are put in place, <\/span> so that employees know when and how to intervene <\/span> to ensure superior performance. <\/span> In our example, the total time is reduced from 10 days <\/span> down to one day. <\/span> The unpredictability of when the technician shows up <\/span> is reduced from an eight hour window <\/span> down to a one hour window. <\/span> By determining the key x factors that impact Y, <\/span> we can be proactive in ensuring a superior Y performance <\/span> simply by controlling the key x factors. <\/span> The result is that we are now better able <\/span> to plan, predict, and deliver as promised. <\/span><\/p>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n

 <\/p>\n

\n

Key roles of executives and champions<\/h3>\n
\n
\n

– Within Six Sigma, there are terms like <\/span> Six Sigma, executives, and Champions. <\/span> In this movie, we will cover who they are and their roles. <\/span> We’ll discuss how critical these roles are <\/span> in driving the success of Six Sigma. <\/span> Let’s start from the top. <\/span> Executives, who are the executives? <\/span> Executives are the CEO, and his or her direct reports. <\/span> The C suite, the COO, CFO, CIO and so on, <\/span> and senior management such as vice presidents and directors. <\/span> Once the decision has been made to implement Six Sigma, <\/span> the roles of executives and senior management is to, <\/span> deploy Six Sigma projects as a means to achieve <\/span> the organizations strategic and all goals, <\/span> establish project selection criteria, <\/span> review and select projects, <\/span> assign Project Champions, <\/span> and review updates from Champions, <\/span> and provide resources as needed. <\/span> The Champion also known as the Project Champion, <\/span> is the executive teams point person <\/span> who is tasked with insuring project success. <\/span> Normally the Champion is an executive or senior manager <\/span> who has enough clout and respect to insure that the <\/span> project has the right resources, <\/span> time, and priority it needs. <\/span> Let’s take an in depth look at the Champions role. <\/span> The Project Champion selects a project leader. <\/span> The project leader is someone who plans, <\/span> leads, and executes the project with the help <\/span> of a designated project team. <\/span> The Project Champion also approves the project charter. <\/span> The project charter is a document that defines project <\/span> including its objectives, timeline, and scope. <\/span> They also select the project team and launch the project. <\/span> The Champion provides time and resources <\/span> for the project team to work on the project, <\/span> and they reassign and redistribute work to others as needed. <\/span> The Champion closely monitors progress <\/span> and removes any road blocks. <\/span> The Champion receives updates <\/span> from the project leader on a weekly basis. <\/span> Road blocks maybe organizational turf issues, <\/span> budget, resource limitations, or conflicting priorities. <\/span> Finally the Champion approves implementation <\/span> of improvements. <\/span> The Champion is the key person who approves <\/span> or disapproves any changes or improvement <\/span> proposed by the project team. <\/span> This may include changes to processes, <\/span> key metrics, procedures, training, and job descriptions. <\/span> The Champion signs off on this <\/span> project when it’s completed successfully. <\/span> In short the Champion is managements point person <\/span> responsible for project success. <\/span> Correctly understanding the roles of <\/span> the executives and the Project Champion <\/span> is pivotal as your organization <\/span> implements Six Sigma. <\/span><\/p>\n<\/div>\n<\/div>\n<\/div>\n

 <\/p>\n

\n

Levels of expertise<\/h3>\n
\n
\n

– Six Sigma is a discipline methodology for improvement. <\/span> It has a list of prescriptive steps, tools, and techniques <\/span> for each phase of the project. <\/span> It is this discipline that was thought by analogous <\/span> to the strict discipline in martial arts. <\/span> As a result? <\/span> The belts in martial arts were adopted <\/span> to recognize the different levels <\/span> of expertise in Six Sigma. <\/span> So, let’s dive in and explore the different belts, <\/span> the type of training received, <\/span> and their roles in the implementation of Six Sigma. <\/span> The belts in order of expertise are White Belt, Yellow Belt, <\/span> Green Belt, Black Belt, and Master Black Belt. <\/span> Let’s start with the lowest level first, the White Belt. <\/span> The White Belt training introduces <\/span> the basic concepts of Six Sigma, <\/span> including its quality concepts and process thinking. <\/span> White Belt training is knowledge-based. <\/span> It is an introductory overview of Six Sigma. <\/span> Similar to the martial arts White Belt, <\/span> who’s introduced to the theories of martial arts. <\/span> Basically, it answers the questions what is Six Sigma <\/span> and why is it useful. <\/span> In short, white belt training motivates interest <\/span> and understanding in Six Sigma. <\/span> In Yellow Belt training, <\/span> the Six Sigma DMAIC methodology is introduced. <\/span> Simple process and quality tools <\/span> used in Six Sigma are taught. <\/span> For example, the concept of variation, <\/span> voice of the customer analysis, <\/span> process mapping, and brainstorming for root cause analysis. <\/span> Yellow Belts are trained to lead <\/span> and facilitate improvement sessions using these tools. <\/span> They typically focus on processes local <\/span> to their own department or function. <\/span> Their familiarity with those processes is an asset. <\/span> Yellow Belts can also serve as team members <\/span> on a Green Belt DMAIC Project. <\/span> Green Belt training takes the participant <\/span> through each phase of DMAIC, <\/span> the steps involved and the corresponding tools used. <\/span> In addition to process and quality tools, <\/span> data analysis using statistics are taught. <\/span> Green Belt participants come into training <\/span> with a DMAIC project already assigned to them. <\/span> They will apply what they learn <\/span> to their projects between the training sessions. <\/span> The training’s typically done in two installments <\/span> spread over two months. <\/span> Green Belts are trained to lead <\/span> and carry out DMAIC projects, <\/span> usually on a part-time basis. <\/span> The time commitment is about eight hours a week <\/span> for the duration of the project. <\/span> When implementing Six Sigma, <\/span> a company might decide to have a critical mass of people <\/span> from each function or department to become Green Belts. <\/span> They will undergo Green Belt training <\/span> when they’re first assigned to their first projects. <\/span> In contrast, Black Belts are full-time <\/span> Six Sigma specialists. <\/span> Black Belts lead and carry out complex projects <\/span> assigned to them by senior management. <\/span> These projects are broader in scope <\/span> and more complex than a Green Belt project <\/span> and they require advanced statistical analysis. <\/span> In addition to what’s covered in the Green Belt training, <\/span> Black Belts are trained in the advanced quality <\/span> and statistical tools used in Six Sigma. <\/span> These include, for example, process capability, <\/span> inferential statistics, and design of experiments. <\/span> Master Black Belts are experienced Black Belts <\/span> who have received additional training, <\/span> including advanced statistical analysis, <\/span> process simulation, project management, <\/span> and change management. <\/span> Training curriculum and duration vary, <\/span> depending on the training provider. <\/span> Master Black Belts serve as Six Sigma trainers <\/span> and coaches to the rest of the organization. <\/span> Until they are developed, this role is outsourced <\/span> to outside training and consulting firms. <\/span> So, now that you’ve watched this movie, <\/span> you can decide which training’s the right one <\/span> for you to pursue. <\/span><\/p>\n<\/div>\n<\/div>\n<\/div>\n

 <\/p>\n

 <\/p>\n

 <\/p>\n

 <\/p>\n

 <\/p>\n

 <\/p>\n

Design<\/p>\n

\n
\n
\n

Steps in the Define phase<\/h3>\n
\n
\n

– The first phase of a six sigma project <\/span> is the define phase. <\/span> Let’s start with a couple of questions <\/span> that may be on your mind. <\/span> Why even have the define phase? <\/span> What does it accomplish? <\/span> As the name implies this phase defines the project, <\/span> what the project’s all about, <\/span> what it has to accomplish by when and by whom. <\/span> The first step is to define the problem and goal statements. <\/span> What specific problem or improvement <\/span> opportunity is the project addressing? <\/span> What is the goal of this project? <\/span> In other words, what measurable performance outcome <\/span> or target must the project accomplish, and by when? <\/span> It defines the Y, as in what is the Y <\/span> in Y is a function of X. <\/span> Where Y is the performance measure to be improved. <\/span> The second step is to develop the project charter. <\/span> The project charter is a document <\/span> that describes the project. <\/span> It includes problem and goal statements, project scope, <\/span> expected operational and financial impact, <\/span> names of the project team <\/span> and other key players, and milestones. <\/span> The project charter serves as an internal contract <\/span> between senior management and the project team. <\/span> It provides a common understanding <\/span> on the purpose and focus of the project. <\/span> Once the charter is completed, <\/span> champion will review and approve it. <\/span> The third step is to develop a high level <\/span> process overview map called a SIPOC diagram. <\/span> SIPOC, is an acronym for Supplier, <\/span> Input, Process, Output, Customer. <\/span> The SIPOC diagram identifies <\/span> and illustrates at a high level <\/span> processes relevant to the project. <\/span> Inputs and outputs involved. <\/span> Those who supply the process inputs, <\/span> and those that receive those product outputs as customers. <\/span> The SIPOC diagram is a useful scoping tool <\/span> showing what processes are within the scope of the project <\/span> and the stakeholders involved. <\/span> In summary, these are the steps in the define phase. <\/span> Develop problem and goal statements, <\/span> develop project charter, and develop SIPOC diagram. <\/span> As we move through this chapter, <\/span> we’ll address each of these steps to help you understand <\/span> the define phase, it’s purpose, the steps involved, <\/span> and why this phase is important. <\/span> Executing the define phase correctly <\/span> will help you provide clear direction <\/span> and focus to the project team. <\/span> The team will know what a specific problem is, <\/span> the goal to be accomplished by when and by whom, <\/span> what’s in scope and what’s out of scope. <\/span> This way the project is focused for success. <\/span><\/p>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n","protected":false},"excerpt":{"rendered":"

What is Six Sigma? – What exactly is Six Sigma? Six Sigma is a project-based approach for improving effectiveness and efficiency. It is a disciplined, customer-focused, data-driven approach for improving the performance of processes, products, or services. Now, the term Six Sigma can be used to refer to a philosophy, a performance metric, or a ..<\/p>\n

<\/div>\n

Read more<\/a><\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[1],"tags":[],"class_list":["post-1767","post","type-post","status-publish","format-standard","hentry","category-uncategorized"],"_links":{"self":[{"href":"https:\/\/wiki.thomasandsofia.com\/index.php?rest_route=\/wp\/v2\/posts\/1767","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/wiki.thomasandsofia.com\/index.php?rest_route=\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/wiki.thomasandsofia.com\/index.php?rest_route=\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/wiki.thomasandsofia.com\/index.php?rest_route=\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/wiki.thomasandsofia.com\/index.php?rest_route=%2Fwp%2Fv2%2Fcomments&post=1767"}],"version-history":[{"count":1,"href":"https:\/\/wiki.thomasandsofia.com\/index.php?rest_route=\/wp\/v2\/posts\/1767\/revisions"}],"predecessor-version":[{"id":1768,"href":"https:\/\/wiki.thomasandsofia.com\/index.php?rest_route=\/wp\/v2\/posts\/1767\/revisions\/1768"}],"wp:attachment":[{"href":"https:\/\/wiki.thomasandsofia.com\/index.php?rest_route=%2Fwp%2Fv2%2Fmedia&parent=1767"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/wiki.thomasandsofia.com\/index.php?rest_route=%2Fwp%2Fv2%2Fcategories&post=1767"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/wiki.thomasandsofia.com\/index.php?rest_route=%2Fwp%2Fv2%2Ftags&post=1767"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}