{"id":1785,"date":"2019-05-31T15:30:15","date_gmt":"2019-05-31T15:30:15","guid":{"rendered":"http:\/\/wiki.thomasandsofia.com\/?p=1785"},"modified":"2019-05-31T15:33:29","modified_gmt":"2019-05-31T15:33:29","slug":"six-sigma-transcripts-7","status":"publish","type":"post","link":"https:\/\/wiki.thomasandsofia.com\/?p=1785","title":{"rendered":"Six Sigma Transcripts 7"},"content":{"rendered":"
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Steps in the Improve phase<\/h3>\n
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– [Voiceover] We’ve reached the fourth phase <\/span> in Six Sigma project, <\/span> the improve phase. <\/span> What is the purpose of the improve phase? <\/span> Well, at a high level, <\/span> the purpose of the improve phase is to address <\/span> the proven key Xs, <\/span> and come up with solutions to improve the Y. <\/span> What does this mean? <\/span> Throughout this course, <\/span> we have been using the example of a pizza chain <\/span> with customer complaints about crust. <\/span> Let’s say the proven causes, <\/span> or key Xs are oven temperature, <\/span> baking time, and tossing technique. <\/span> So, in the example, <\/span> the question to be answered is, <\/span> what is the best combination of solutions for temperature, <\/span> baking time, and tossing technique? <\/span> The sequence of steps in the improve phase <\/span> are as follows: <\/span> Generate potential solutions to address proven key Xs, <\/span> evaluate solution alternatives, <\/span> select the right set of solutions and implement. <\/span> However, before implementing the solutions, <\/span> you must apply these tools and techniques. <\/span> Process maps of improved process. <\/span> FMEA, or failure modes and effects analysis, <\/span> used for identifying and mitigating any potential risk <\/span> of failure in the new process. <\/span> Mistake proofing, to error proof any possibility <\/span> of errors occurring, <\/span> and pilot testing prior to full implementation. <\/span> Various tools, such as design of experiments, <\/span> DOE, and process simulation may be used <\/span> to determine optimal settings. <\/span> For example, in our pizza class problem, <\/span> DOE can be used to determine the optimal settings <\/span> for oven temperature, <\/span> baking time, and tossing technique, <\/span> as well as methods and procedures to reduce any variation <\/span> from those settings. <\/span> The resulting optimal X settings <\/span> may be 426 degrees Fahrenheit, <\/span> 11.2 minutes in the oven, <\/span> and tossing the pizza up three times clockwise. <\/span> Methods and procedures are developed to ensure <\/span> those levels are set correctly, <\/span> and any variation is reduced. <\/span> With those solutions for the proven Xs, <\/span> there will be a reduction in pizza crust problems, <\/span> resulting in fewer complaints, <\/span> fewer lost sales, <\/span> and fewer refunds to customers, <\/span> and let’s not forget the organizational side. <\/span> On a changed management note, <\/span> it is critical that key stakeholders are involved <\/span> and engaged during the improve phase. <\/span> Key stakeholders include process owners, <\/span> process operators, managers, <\/span> and others who are impacted by the problem. <\/span> Their input and buy in are critical. <\/span> Ideally, these folks would have been engaged <\/span> throughout the entire project, <\/span> either as project team members, <\/span> or as part-time subject matter experts. <\/span> So, again, the steps in the improve phase are: <\/span> Generate potential solutions to address proven key Xs, <\/span> evaluate solution alternatives, <\/span> select the right set of solutions and implement. <\/span> We’ll be covering these steps in more detail <\/span> in this chapter. <\/span> Understanding the purpose and steps involved in this phase <\/span> will help you develop effective solutions <\/span> for the proven key Xs to improve the Y for your project. <\/span><\/p>\n

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Generate, evaluate, and select solutions<\/h3>\n
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– What is that old saying about insanity? <\/span> Doing the same thing over and over again <\/span> and expecting different results? <\/span> Such insanity is exactly what you <\/span> don’t want to do when you develop <\/span> solutions for your project. <\/span> Let’s discuss how you should generate, <\/span> evaluate and select solutions. <\/span> To generate ideas and potential solutions <\/span> use brainstorming and other creative thinking techniques. <\/span> One such technique, taken from Edward de Bono, <\/span> is Six Thinking Hats. <\/span> This technique calls for members of the team <\/span> to wear different colored hats, <\/span> where each color represents a thinking role <\/span> such as optimism, devil’s advocate, <\/span> creativity, and so on. <\/span> Basically, the person wearing that hat <\/span> takes on that personality. <\/span> Another technique is Anti-Brainstorming <\/span> where you brainstorm how to make things worse. <\/span> The project team shouldn’t be <\/span> the only ones coming up with the creative solutions. <\/span> You want to get the help of subject matter experts, <\/span> process owners, and process operators. <\/span> Get all the help you need. <\/span> Once you generate a list of possible solutions, <\/span> the project team evaluates the list <\/span> to come up with a shorter list. <\/span> Techniques used for short listing <\/span> include Multi-voting and 2X2 matrices <\/span> such as effort impact or cost benefit quadrants. <\/span> So, those solution ideas requiring little effort <\/span> and low costs that have a high impact <\/span> and high benefits should definitely <\/span> take the short list. <\/span> The short listed ideas are flushed out <\/span> and detailed solutions developed. <\/span> Where possible, solutions are evaluated scientifically <\/span> using such techniques as DOE, or design of experiments. <\/span> In the pizza example, a DOE can be done <\/span> to evaluate the best combination of <\/span> settings for oven temperature, <\/span> baking time and cost and technique. <\/span> As you move from evaluating to <\/span> selecting potential solutions, <\/span> use techniques such as a Criteria selection matrix, <\/span> the Pugh matrix and Cost-benefit analysis. <\/span> The Criteria selection matrix <\/span> evaluates and scores each solution alternative <\/span> against agreed criteria weighted <\/span> by its relative importance. <\/span> The set of solution alternatives <\/span> with the highest score is selected. <\/span> In the Pugh matrix, selection criteria is used <\/span> to compare alternative solutions <\/span> against a baseline solution. <\/span> Is it better, worse, or the same <\/span> as the baseline solution? <\/span> The alternative with the most data <\/span> and the fewest worth is selected. <\/span> Cost benefit analysis also factors in to <\/span> the selection process. <\/span> Obviously, the benefits have to outweigh the costs. <\/span> Once you have generated, evaluated, <\/span> and selected possible solutions, <\/span> your work is still not done. <\/span> The recommended solutions must be <\/span> approved by the champion and other <\/span> key senior managers before implementation. <\/span> Following this process and obtaining their buy in <\/span> will prevent you and your team from doing <\/span> the same thing over and over again. <\/span><\/p>\n

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Reduce the risk of failure through FMEA<\/h3>\n
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– Think about the process of applying <\/span> for scholarships to college. <\/span> What can possibly go wrong? <\/span> Wouldn’t it be great if you could anticipate and mitigate <\/span> any risk of failure? <\/span> Well, the good news is that there is such a tool <\/span> to help you do that. <\/span> It is called FMEA or Failure Modes and Effects Analysis. <\/span> FMEA was first used in 1960s for the Apollo Space Program. <\/span> Can you imagine how many things can possibly go wrong <\/span> with a rocket launch? <\/span> A lot. <\/span> Since then it has been used in many industries, <\/span> and it is even a requirement in the automotive industry. <\/span> It is also widely used in Six Sigma projects. <\/span> There are two types of FMEA, the Design FMEA <\/span> and the Process FMEA. <\/span> The Design FMEA is <\/span> for reducing the risk of failure associated <\/span> with a product or service design, <\/span> such as when you are designing a new hotel, <\/span> or the next smartphone. <\/span> The Process FMEA is <\/span> for reducing the risk of potential failures in a process. <\/span> I will focus on the Process FMEA <\/span> because it is more relevant to Six Sigma demake projects. <\/span> Let me explain how the Process FMEA works <\/span> with a series of questions. <\/span> For each step of the process what can possibly go wrong? <\/span> In what ways can it fail? <\/span> These are called potential failure modes. <\/span> And for each potential failure mode, <\/span> what is the effect? <\/span> And, how severe is the potential effect, <\/span> using a one to 10 scale where 10 is the worst. <\/span> That is called the severity score. <\/span> What are the potential causes for each failure mode? <\/span> How likely is occurrence of these potential causes <\/span> on a one to 10 scale where 10 is the most likely. <\/span> That is called the occurrence score. <\/span> What process controls are currently in place <\/span> to detect the cause or the failure mode? <\/span> What is the likelihood of detection on a one to 10 scale <\/span> where 10 is the least likely to detect? <\/span> That is called the detection score. <\/span> When we multiply severity times occurrence times detection, <\/span> we get a composite score called <\/span> the Risk Priority Number, or RPN. <\/span> The RPNs can be used to prioritize the failure modes. <\/span> The highest scoring failure modes <\/span> are the first targets for improvement. <\/span> During the improve phase of a Six Sigma project, <\/span> FMEA can be used to prioritize and mitigate <\/span> the risk of failure. <\/span> Process steps can be improved, <\/span> and process controls put in place to reduce the RPN. <\/span> It can be tempting to think that your improved process <\/span> will not go wrong, well the truth is it will. <\/span> But what you can do is <\/span> to reduce that risk by using FMEA. <\/span><\/p>\n

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Mistake proofing<\/h3>\n
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– When you open a microwave door <\/span> while it is heating your food, <\/span> the microwave shuts off immediately. <\/span> Thank goodness it does. <\/span> That’s mistake proofing. <\/span> Would it be useful to have mistake proofing <\/span> in your processes, products and services? <\/span> Let’s discuss the basic principles or mistake proofing, <\/span> and how they can be applied during the improve phase <\/span> of a Six Sigma project. <\/span> Mistake proofing, or error proofing <\/span> as it is sometimes called, <\/span> is best when it prevents errors from occurring, <\/span> and if that’s not possible, <\/span> the next best thing is to facilitate the work <\/span> so that errors are minimized. <\/span> Lastly, if errors do take place, <\/span> then detection should be obvious and immediate, <\/span> or automated. <\/span> There are basically three levels of mistake proofing. <\/span> Here they are in order of preference. <\/span> Prevention, Facilitation, Detection. <\/span> The most preferred form of mistake proofing <\/span> is the prevention of errors. <\/span> A perfect example of this is the way ATMs <\/span> or cash machines used to work. <\/span> Remember the sequence? <\/span> First, you insert ATM or debit card. <\/span> Enter your pin code. <\/span> Request cash, say $40. <\/span> What came out first? <\/span> Cash, then receipt. <\/span> What came out last? <\/span> Your card. <\/span> As a result, after getting the cash, <\/span> customers often forgot their card, <\/span> and many cards were left behind, <\/span> benefiting the next customer. <\/span> At that time, I was traveling a lot, <\/span> and I came across some machines <\/span> with a slightly different sequence. <\/span> The first thing that came out from the machine was <\/span> the ATM card, then the receipt. <\/span> And the last thing that came out was the cash. <\/span> So there is no way I could have forgotten <\/span> and left the card behind. <\/span> So, a simple re-sequence of process steps <\/span> mistake proofed any possibility <\/span> of leaving the card behind. <\/span> No additional cost involved. <\/span> Just a simple sequence of steps. <\/span> Of course, the technology and machine <\/span> has changed since then, <\/span> so that today you just slide your card. <\/span> No insertion required, card problem solved. <\/span> Another form of mistake proofing by prevention. <\/span> If prevention is not possible, <\/span> then mistake proofing by facilitation is utilized. <\/span> It is facilitation of work to minimize errors. <\/span> An example of this principle <\/span> is the cash register at fast food restaurants. <\/span> The keys or buttons show a picture <\/span> of a hamburger or large fries. <\/span> And the cashier simply presses the picture <\/span> without worrying about typing in the correct price. <\/span> This minimizes errors, but it does not prevent them <\/span> from pressing the wrong buttons by mistake. <\/span> If mistake proofing by prevention or facilitation <\/span> is not possible, then utilize mistake proofing by detection, <\/span> where detection of errors is immediate <\/span> either by the obvious or automated. <\/span> An example of this is automatic spell check <\/span> in documents using word processing programs, <\/span> where wiggly lines are drawn immediately <\/span> after a word is spelled incorrectly. <\/span> So, integrate mistake proofing into your improve process. <\/span> Where possible, apply mistake proofing by prevention first. <\/span> If that’s not possible, then apply mistake proofing <\/span> by facilitation and detection. <\/span> This way, you’ll prevent errors, minimize errors, <\/span> or at the very least mitigate it’s effects, immediately. <\/span><\/p>\n

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Pilot test and implement<\/h3>\n
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– How often do you dip your toes into the water <\/span> to test its temperature before diving into the pool? <\/span> That is similar to doing a pilot test <\/span> before a full-scale implementation of improvements. <\/span> Let’s discuss the importance of pilot testing <\/span> and planning, prior to implementation. <\/span> First, what is a pilot? <\/span> A pilot is trial run, a dry run, or a small-scale test <\/span> to make sure the improvements will work as planned. <\/span> It is an opportunity for the Six Sigma project team <\/span> to understand how the improvement solutions will work <\/span> on a very limited or small-scale basis, <\/span> before a full-scale implementation. <\/span> Pilots enable any kinks or problems to be uncovered <\/span> and fixed before the project team rolls out improvements <\/span> plant-wide, division-wide, or company-wide, <\/span> across all locations. <\/span> The importance of doing a pilot cannot be emphasized enough. <\/span> For example, when improvements are made to a machine <\/span> or a process, it is best to pilot it first in one <\/span> production line, or in one location, before implementing it <\/span> across all 100 locations company wide. <\/span> It may come as a surprise with many folks, <\/span> but a pilot is actually a data collection exercise. <\/span> Why? <\/span> Because data is collected during a pilot <\/span> so that answers can be provided. <\/span> Answers to critical questions such as, <\/span> how well will the improvement solutions work? <\/span> Will it show enough improvement? <\/span> Will it work without any problems? <\/span> If no, what are those problems, so that they can be fixed <\/span> and the solutions revised. <\/span> What can be done to ensure a smooth, <\/span> full-scale implementation later? <\/span> Those are just a few of the many useful questions <\/span> that will be answered by a pilot. <\/span> In addition to pilot testing, <\/span> planning prior to implementation is important. <\/span> Planning the implementation with regards to communication <\/span> to ensure buy-in from key stakeholders, including what is <\/span> the right message to communicate, by whom and to whom. <\/span> Procedures that need to be revised. <\/span> Responsibilities and authority that may need to be changed. <\/span> Training, who to train, when to train, how to train. <\/span> Timing of the implementation, <\/span> how should they be coordinated or staggered. <\/span> Time and effort required for the implementation. <\/span> Budgeting for the type of resources <\/span> and level of resources required. <\/span> In short, an implementation plan is required. <\/span> Planning is critical, because if you fail to plan, <\/span> then you’re planning to fail. <\/span><\/p>\n

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Steps in the Improve phase – [Voiceover] We’ve reached the fourth phase in Six Sigma project, the improve phase. What is the purpose of the improve phase? Well, at a high level, the purpose of the improve phase is to address the proven key Xs, and come up with solutions to improve the Y. What ..<\/p>\n

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