analyze phase

106 Pages·2017·2.4 MB·English

ANALYZE PHASE
DMAIC Methodology
Define  IDENTIFY OPPORTUNITY
Tollgate Review
Measure  DESCRIBE AS-IS CONDITION
Tollgate Review
Analyze  IDENTIFY KEY CAUSES
Tollgate Review
Improve  PROPOSE & IMPLEMENT
SOLUTIONS
Tollgate Review
Control
 SUSTAIN THE GAIN
Tollgate Review
Green Belt Training - Intro 2
Learning Objectives: Analyze Phase
 Understand the tools necessary to complete the Analyze Phase.
 Create and interpret data analysis tools such as histograms,
Pareto charts, fishbone diagrams, etc.
 Properly apply Root Cause Analysis to analyze process
problems.
 Compute and interpret statistical results that measure location,
variation, and shape.
 Identify and explain the objectives and benefits of statistical
process control (SPC).
Green Belt Training -Analyze 3
Data Tools
Six Sigma as a Metric
 Benchmark for perfection.
 A Six Sigma process results in
only 3.4 defects per million
opportunities (DPMO).
 A defect is anything that does
not meet customer
requirements.
 Manage process variation.
 Monitor Key Performance
Indicators (KPI).
 Drive continuous improvement.
Adapted from Six Sigma as a Management System, McCarty, ASQ 2005
Green Belt Training -Analyze 5
Six Sigma
Lower Upper
Specification Specification
Limit (LSL) Limit (USL)
99.99966%
99.7%
1.7 PPM
95.5% 1.7 PPM
Defects
Defects
68.3%
-6s -5s -4s -3 s -2s -1s 0 +1s +2s +3s +4s +5s +6s
6s to LSL 6s to USL
Six Sigma is focused on the reduction
of variation using process improvement
tools, with the ultimate idea of removing
defects (i.e. rework, waste).
Green Belt Training -Analyze 6
Variation in the Process
Based on Statistical Thinking
 All work is a series of processes.
 All processes have variation.
 Businesses improve when they reduce or eliminate variation.
(LSL) Process B (USL)
Process A
Green Belt Training -Analyze 7
Critical Relationship Between Process and Customer
LSL USL
Lower Control Upper Control
Limit (LCL) Limit (UCL)
Voice of the Process
Voice of the Customer
Green Belt Training -Analyze 8
Why “Six Sigma”?
Hey, 99% is good enough right?
• 20,000 lost postal mail items • 7 lost postal mail items per
per hour. hour.
• 15 minutes of unsafe drinking • 1 unsafe minute every seven
water per day. months.
• 2 long / short landings per day • 1 long / short landing every
at a major airport. five years.
• 5,000 incorrect surgical • 1.7 incorrect operations per
operations per week. week.
• 7 hours of lost electricity per • 1 hour without electricity
month. every 34 years.
• 20,000 incorrect prescriptions • 68 wrong prescriptions per
per month. year.
Green Belt Training -Analyze 9
Understanding Variation
• Common cause (inherent) variation is always present in a
process.
• A process that exhibits only common cause variation is a stable process.
• A stable process is predictable.
• Special cause (assignable) variation is some unusual, uncommon
event.
• A process that exhibits special cause variation is an unstable process.
• An unstable process is unpredictable.
Customer Customer
Specification Specification
Limit Limit
Defects Defects
10
Green Belt Training -Analyze