Six Sigma

Six Sigma is a highly structured and data-driven methodology used in the manufacturing industry to improve quality and efficiency. Six Sigma offers a powerful toolset to help organizations achieve operational excellence and continuous improvement.

The primary goal of Six Sigma is to eliminate defects and minimize variability in processes, leading to improved customer satisfaction, reduced costs, and increased profitability. This is achieved through a combination of data analysis, statistical methods, and team-based problem-solving.

One of the key elements of Six Sigma is the DMAIC process, which stands for Define, Measure, Analyze, Improve, and Control. This process provides a systematic approach to solving problems and improving processes, starting with a clear definition of the problem, followed by the collection and analysis of data, and ending with the implementation of sustainable solutions.

Another key aspect of Six Sigma is the use of statistical tools and techniques to measure and improve process performance. This includes process mapping, hypothesis testing, design of experiments, and control charts, among others. Six Sigma also relies on a highly-skilled workforce, with individuals trained in statistical analysis and problem-solving techniques.

One of the key benefits of Six Sigma is its ability to drive continuous improvement. This is achieved through regular monitoring and measurement of processes, coupled with ongoing analysis and improvement efforts. Six Sigma provides organizations with a roadmap for sustained, data-driven improvement, helping to ensure that performance gains are maintained over the long-term.

In a nutshell, Six Sigma is a powerful tool in the arsenal of any Lean Management Expert. It provides organizations with a systematic approach to improving quality and efficiency, while also driving continuous improvement and driving long-term success. Whether you are looking to optimize a specific process, or seeking to drive broader organizational change, Six Sigma provides the methodology and tools to help you achieve your goals.

DMAIC

Define, Measure, Analyze, Improve, Control. Incremental process improvement using Six Sigma methodology.

DMAIC can bee seen as a data-driven improvement strategy and for sure is part, or will be a part, of your organizations SIX SIGMA quality initiative. DMAIC is an acronym for: Define, Measure, Analyze, Improve, and Control.

DMAIC is a cyclical process such as the PDCA is. The reason to go for the DMAIC is to strive for the best result possible with a structured approach.

These process steps are:

DEFINE: the customers and their CTQ (Critical to Quality) and the core process involved.

• Who are your customers?

  • What are their requirements for products or services?

  • What are their expectations?

• Go for a value stream and map the process flow through the complete business process

MEASURE:

• Define a plan on how to collect data from your core process

• Go for different sources of data in order to be as specific as possible on defects and metrics

ANALYZE:

• While analyzing the data along the process map make sure to identify the real root cause of defects and

• point out opportunities for improvement

• Compare shortfalls with the results of customer surveys

• Determine gaps between targeted performance and current performance

• Prioritize potential improvement measures

• Identify variation and their source

IMPROVE:

• Gemba Walks

• Improvement Kata

• Kaizen Workshops

• Target is to improve the current process in a simple and effective way

• Develop a prioritized action plan

• Do it!

If you want a structured approach, just read our PDCA article.

CONTROL:

• Stay tuned on your process improvement measures

• Make sure that they stay on track

• Prevent falling back to the “old way”

In the end, when you are in charge, require the full documentation. Make sure that everything implemented is well documented and a clear monitoring is installed that deviation can be fast identified.

Having or installing a sustainable problem solving culture in your organization will be key for the future. Make sure to institutionalize problem solving or a kaizen culture through training, training and more training.

5 Why

The 5 Why methodology is a well known part of the root cause analysis. Key is to ask five times in the row – why? It is not the only way to determine the root cause(s) of problems. Just to mention that it usually comes together with an ISHIKAWA analysis. If you want to get deeper into problem solving including ISHIKAWA and 5Why we recommend you the article taking on the 7Steps approach.

The practice of asking why five times in a row whenever a problem occurs supports you on identifying root cause(s) and to determine effective counter measures that are developed through the process of 5Why. Then it is a simple part of PDCA to develop and implement effective measures.

To be able to steer a wide product portfolio, survive the competitive pressure and at the same time satisfying your customers with a high quality product at a reasonable price can be a tough game. Most of the time you don’t have enough time to run the complete product development cycle, do your validation and verification… The end of the story is that you start production because you need to deliver – which automatically leads to mistakes in running daily business. Therefore, the simple method of 5Why can be used to support, not only, your quality department to get faster to the bottom of problems.

The solution for a problem is not always easy, sometimes the root cause is hidden. Therefore the method is an important element of the root cause analysis. One tries to get to the root of the problem step by step with why questions, because one assumes that several causal connections interlock. The system is easy to explain, but there is a lot behind it. If you really take the time to ask the questions carefully and discuss them, the results are extremely profitable.

You should go through these steps of the 5-Why method. Describe your problem as detailed as possible. As more facts you have, you are faster on getting to the bottom of the problem.

1. What is the difficulty?

1. When did it first occur?

2. How often does it occur?

3. Is this failure randomly coming or reoccurring in a pattern?

4. Can you repeat the failure?

5. What is the effect of this failure?

6. and so on….

It is very important to get a fast idea of the situation on site. Take the Gemba Walk as great opportunity to talk to the people who are actually involved and to see it with your own eyes instead of guessing from your office.

Avoid making assumptions at this stage - you may draw the wrong conclusions.

Keep calm and try to understand the complete context first.

Understanding the context is where the 5-Why method comes in. Gradually ask why questions in order to get a feeling for the interrelationship of effects. This works for many areas of the company, in production, but also in your private life.

Example:

Problem: I miss all the fun part with my kids…

Why do I miss so much?  - Because I’m not often at home.

Why am I not often at home? - Because of my position at work I have long working hours and business trips.

Why do I have long working hours and business trips? Because I can’t get my work done in 8 hours and bad in delegating work.

Why can I get my shit done in 8 hours and miss to delegate things? Because I’m sloppy in prioritizing and time management and don’t trust others.

Why can’t I prioritize my activities and don’t trust others? Because I don’t have the information needed to do so.

Reverse conclusion: If I’m not getting the necessary information in a certain amount of time in an acceptable quality I’m not able to steer my employees but also miss the time with my kids.

Sometimes 2 questions are necessary, sometimes 8 or even more to bring you to the “right” conclusion. But don’t give up half way. 

Develop appropriate counter measures:

What contributes to solve the problem and who can implement which measures? How long will this take and what consequences will the implementation have?

First: I should try to have set timeframes with my kids which are holy and untouchable.

Second: I should define what information for me is necessary to run my company.

Third: According to the defined Information I train my employees what I need.

Fourth: I implement a clear systematic approach that I have all information latest at 11:00.

(DING DONG - Sounds familiar? BINGO — Shop Floor Management with a functioning meeting cascade.)

Keep the wheel spinning!

No matter what – before start implementing ad-hoc whatever you find best – take your time to identify what actions contribute to a real long term effect, what effects it will have on other areas, etc. Nothing worse than if you think you are doing something great but in reality you make it even worse.

The cycle of questions is often interrupted too early. The real cause is then not really eliminated and after some time there are repeated difficulties.

You can test it: If the reverse of your assumptions works, you are probably at the end of the causal chain.

As mentioned in the beginning another way is the ISHIKAWA diagram

Just keep in mind that not like with the ISHIKAWA the 5 Why only leads you to one cause for a problem. But as always in life there can be more than just one that leads to an effect. Therefore, the combination of 5Why and ISHIKAWA gives you the best approach to determine causes. It will allow you to represent several major and minor causes that can contribute to the solution.

Get the big picture with an ISHIKAWA drill it down with the 5Why.