Security Threats to Employee Information Please respond to the f.docx

"Security Threats to Employee Information" Please respond to
the following:
Cybersecurity threats have been on the rise over the last few
decades. With more advanced technology, hackers have found
ways to break through security defenses and haul away
employee information. The headlines are filled with news on
security breaches on very well-known organizations. First,
watch the video “Massive cyberattack strikes Anthem” (1 min
43 s), located
at http://www.reuters.com/video/2015/02/05/massive-
cyberattack-strikes-
anthem?videoId=363104985&mod=related&channelName=cyber
security, and then please respond to the following question:
• Describe two (2) ways a hacker can gain access to employee
information. Recommend the steps an organization could take to
address these security breaches after the fact. Then, outline a
plan for preventing these breaches from occurring, and specify
the legal requirements you would structure around information
security in an HRIS.
Six Sigma Final Exam for In-class, Lake Campus and Distance
students (Fall 2016)
(Due date: Tuesday, December 13, 2016 – 11:59 PM)
All students should email the solutions before the due date to
avoid the late penalty.
Use the presentations of in-class students and Lake Campus
students for this exam.
Question #1: Use Case Study Presentations on “Six Sigma
application in Manufacturing”.

Step1: Develop a table listing the following 3 columns: Column
1- Four advanced six sigma tools (one on each row).
Advanced tools: Gage R&R, FMEA, Hypothesis testing and
Design of Experiment (DOE)
Column 2: List Case study presentation codes in front of each
tool where it was used.
Column 3: Total of all codes
Step 2: Select 2 tools with the highest count in column 3 (In
case of a tie select any one)
Step 3: Discuss how each of the above tools helped the project
achieve success. Focus on the importance of the tool in
achieving the outcome/results. What impact would it have on
the project if the tool were not used? Use two examples to
explain your answer in step 3 for each tool.
Total answer for Question 1 should not exceed 2 pages using 12
size font and single spaced.
Question #2: You have joined a small private manufacturing
company with old manufacturing philosophy.
2A) Write a memo to John Smith (owner and President) to
convince him to start a Six Sigma program in the plant. Grade
will depend upon how good a case you can make to convince
him.
Memo should not exceed 1 page, 12 size font, single spaced.
Use IBC format (see note below)
To: John Smith
From: Your name
Subject: Benefit of starting a Six Sigma program in our plant
2B) Your memo convinced John Smith to start a six sigma
program and he sent you to a Six Sigma conference in Dayton,
OH for some ideas on how to Implement (Deploy) a six sigma
program in the plant.

You attended the lectures from 3 Six Sigma experts (Tom
Black, Scott Wise, and Dennis Broughton)
List 6 ideas (two from each Six Sigma experts) and 4 ideas from
class lectures (total 10 ideas) on deployment
Question #3 Use Case Study Presentations on “Six Sigma
application in Healthcare”.
3A) Develop a table listing the following 3 columns: Column 1-
six basic & intermediate tools (one on each row).
Basic / Intermediate tools: SPC (control charts), Pareto chart,
Cause and Effect (Fishbone) Diagram, Histogram, Run chart and
Prioritization matrix.
Column 2: List Case study presentation codes in front of each
tool where it was used. Column 3: Total of all codes
3B) Compare and contrast the following three groups with 4
bullet points for each group
a) Pareto Chart and Histogram, b) Run Chart and Control Chart,
c) Fishbone Diagram and Prioritization Matrix
Examples for Pareto Chart and Histogram:
1. Both use bar charts for analysis
2. Pareto Chart uses 80/20 rule for analysis while Histogram
uses the size & frequency of the bars for analysis
Question #4:
Based on what you have learned in the class lectures and film
presentations, List 10 actions you will take to improve your Six
Sigma program by changing the culture in the plant. Start each
sentence with “We should………….”
Example: Action 1: We should install suggestion boxes
throughout the plant (Dr. Bharwani)
Questions #5: There were many in-class presentations and
lectures, which discussed the reduction of “waiting time” or
“employee errors” in healthcare companies and improving

“efficiency and performance (reducing scrap & rework)” in
manufacturing companies using Six Sigma techniques.
Discuss (with examples) between the Six Sigma approach for
healthcare versus manufacturing companies. Focus on the
similarity and differences in the approach, tools used, outcomes
achieved. List presentation codes when used.
Use IBC format with the heading: Application of Six Sigma in
Manufacturing and Healthcare Companies
Not to exceed 1 page, single spaced, font size 12.
Please note:
a) List any outside sources which you have used in this exam on
a separate page.
b) You can use your own presentation code as one of the
sources for any question.
c) List = 1 sentence. Use single spaced and 12 size font for the
whole exam.
d) Use IBC format = Introduction, Body and Conclusion
paragraphs for the exam
CASE STUDY 1
Six Sigma at Tenneco
Alex Kinnaird
Samuel Salchak
AJSDCS1091916
Company Profile
Global provider of Exhaust and suspension systems
93 facilities

15 engineering centers
6 continents
Annual revenues of over 8.4 billion USD
2
Drivers For Change
Reduce Scrap, Rework, and Costs
Various sizes of exhaust tubing produced high levels of scrap
2.5-inch tubing saw highest levels out of all sizes
Six Sigma Project
Reduce Scrap on the 2.5 inch exhaust system by 50%
Common cause of scrap is split tubing during manufacture
Team led by Tenneco MBB
Black Belts
Process owners
Engineers
External Experts
Used Minitab Statistical Software
DMAIC
Define

Process map to outline manufacturing steps
Outside consult used for technical aspects
Measure
Gather data during production, especially on defect parts
Analyze
Using Minitab software identify areas causing defects
Improve
Short run production with more advanced R&R
Control
Maintain optimized results over time
Tools Used
Control Charts
Scatter Diagram
Histograms
Hypothesis Testing
Gage R&R
6
Input/Output
KPIV – Common Cause Variation
Variation in tool setup and procedures
Ex. Pipe insertion depth and tool stick-out length data gathered
before procedure
Variation in weld zone temperatures

Constant temperature data gathering during procedure
Variation in tooling curvature
Ex. Diameter and wall thickness of pipe data gathered after
procedure
KPOV
Reduce 2.5 inch steel tubing scrap by 50%
Results Achieved
Team achieved goal of reducing scrap by 50%
P Chart used to verify results
Customer departments were more efficient
Process implemented into sister facilities
Lessons Learned
Make a team from all levels for analysis
Document solutions to improve results on other project lines
and production locations
Computer software programs are powerful analysis tools
Questions?
Six Sigma: Case Study #1

Professor: Dr. Govind Bharwani
Due: 9-22-16
By: Darin Schwieterman
Presentation Code: dccs1092216
http://rube.asq.org/2011/09/design-of-experiments/ford-team-
project-builds-relationships.pdf
Company Profile
Company name: Ford
Founder: Henry Ford in 1903
Location: United States
Six Sigma: Started in the 1999
Formally Launched Six Sigma in January of 2000
HP Pelzer automotive systems
Supplier of automotive interior trim
Drivers for change
Ford Fiesta
pre-launch reviews pinpointed a concern
the vehicle’s carpet contained visible brush marks
Six Sigma Project
DMAIC is one of the six sigma improvement process

Defining the Stakeholders
Internal stakeholders
Fiesta program team
the Fiesta assembly plant
Body Six Sigma team
External stakeholders
HP Pelzer
End customer
Measuring Critical-to-Quality Factors
Focused on the automotive carpet manufacturing process
The team developed a fishbone diagram and an f(x) cascade
chart
Engineering-based flowchart
Used why and how to identify root causes
Flow Diagram
Analyzing for Root Cause
First four runs took three hours to finish
analysis for softness/plushness was less complex with only two
significant effects
Improving Carpet Quality
Two new optimized factor settings for the needler.
deliver significantly higher levels of quality for both brush

marks and plushness/softness
Controls to Sustain Improvements
Communicating the new process to HP Pelzer employees
Programming the needler with the new settings
Monitoring the quality of the carpets produced
Monitoring the condition of the needler
Six Sigma Tools
Fishbone diagram
Cause and Effect
Control chart (SPC)
Pareto chart
Design of Experiments
KPIV and KPOV
KPIV
Variation in
brush marking rating
Softness rating
KPOV
Improve brush markings
Results achieved
protecting customer satisfaction
avoiding warranty claims
eliminating scrap materials

A stronger relationship with the supplier
Increased technical knowledge
The creation of a new optimization process for the supplier
A great product for customers
The creation of a Six Sigma program by HP Pelzer to increase
efficiency and improve quality
Lessons Learned
Team used quality tools to reduce the defect rate to zero
Six sigma tools can be used to identify and track problems in
company's
Questions?
ford motor company:
carpet quality
Jonathan Hagedorn & kaitlin kollins
September 19, 2016
Jakacs1091916
Company profile
Ford
Founded in 1903
Design, develop, manufacture, and service cars and trucks
Employs more than 166,000 people and operates 70 plants
Hp Pelzer automotive systems

Supplier of automotive interior trim and acoustic components
Also provides services and products in the areas of
maintenance, collision, veficle accessories, and extended
service warranties.
2
Drivers for change
Ford fiesta pre-launch reviews pinpointed a concern
The vehicle’s carpet contained visible brush marks and would
not be accepted by the customer
Visible Brush Marks
Six sigma project
Defining the stakeholders
Measuring Critical-to-quality factors
Analyzing for root cause
Improving carpet quality
controls to sustain improvements
D
M
A

I
C
Six sigma project:
defining the stakeholder
Internal stakeholders: fiesta program team, ford fiesta assembly
plant & members of body six sigma team
External Stakeholders: hp Pelzer & end customer
Six sigma project:
measuring critical-to-quality factors
Used why and how questions to identify root causes
Determined kpiv and kpov
Used ordinal scale to quantify kpov during testing
1-10 for brush marking
1-5 for softness
KPIV
KPOV

1
3
5
KPIV = needler settings, KPOV = brush marking/softness
-Created DOE to test various needler settings
6
Six sigma project:
Analyzing for root cause
Brush markings: Hp Pelzer struggled to achieve the specified
quality by unsystematically adjusting the needler settings
Softness was a less complex problem
Optimized solution for the kpov was not best for needler
-Big obstacle = coordinating experiment with carpet
manufacturing process
-HPP did not understand that there were two way and three way
interactions going on that affected the carpet quality
-softness: only 2 significant effects, made optimizing process
between two variables easier
7
Six sigma project:
improving carpet quality
Determined two new optimized settings for the needler
Produced samples with both options and rated using ordinal
scales

Additional factors: color, sheen, wear, durability, stain
resistance and uniform pile direction
8
Six Sigma Project:
Controls to Sustain Improvements
Communicating the new process to hp Pelzer employees
Programming the needler with the new settings
Monitoring the quality of the carpets produced
Monitoring the condition of the needler
Six sigma tools used
Pareto chart
Cause & effect diagram
Control chart (SPC)
Gage r & R
Design of experiments
Kpiv and kpov
Kpiv: variation in needler settings
Kpov: reduce brush markings
Results achieved
Tangible benefits: protecting customer satisfaction, avoiding
warranty claims, & eliminating scrap materials

Intangible benefits: stronger relationship with the supplier &
new optimization process for the supplier
Lessons learned
Six sigma team must work with manufacturing team
Familiarize six sigma team with manufacturing process
Optimized solution may not be the best solution
Proper documentation will allow current and future teams to
succeed
Questions?
Question 1:
Step 1:
Case studies presentation codes
Total of codes
Gage R&R
Jakacs1091916, AjsDcs1091916, dbcs1092216, ALCS1092216,
CBCS1092216,
RBCS1092216,
BCMECS1091816, FAEACS1091616
8
FMEA
Dbcs1092216, FAEACS1091616
2

Hypothesis testing
AjsDcs1091916, DANACS1092116, Dbcs1092216, jbcs1092216
4
Design of experiment
Jakacs1091916, DCCS1092216, BACS1092216, ecsbcs1092616,
AAADCS1091916
5
Step 2:
1- Gage R&R advanced tool was used 8 times.
2- Design of experiment (D.O.E) advanced tool was used 5
times.
Question 3:

3A)
Case studies presentation codes
Total of codes
SPC (control charts)
BBCS2101316, dbcs2101316, ALCS2101316, RBCS2101316,
DANACS2102616,
FAEACS2102416, AKSCCS2102616, AFMBCS2103116,
SAALCS2103116, ecsbcs2102416, AJSDCS2102616
11
Pareto chart
Dbcs2101316, BAcs2101316, RBCS2101316,
DANACS2102616, FAEACS2102416, MDQAcs2103116,
SAALCS2103116, AAADCS2103116, ecsbcs2102416,
AJSDCS2102616
10
Cause and Effect (Fishbone) Diagram
BBCS2101316, TBCS2101316, JBCS2101316, Dbcs2101316,
ALCS2101316, JAcs2101316, DCCS2101316, RBCS2101316,
CAACCS2102416,
FAEACS2102416, AKSCCS2102616, MDQAcs2103116,
AFMBCS2103116, ABMCC2102416, AAADCS2103116,
ecsbcs2102416, jakacs2103116, AJSDCS2102616
18
Histogram
BAcs2101316, FAEACS2102416, SAALCS2103116,
ABMCC2102416,
BCMECS2102416
5
Run chart
TBCS2101316, CBCS2101316,
JAcs2101316, DANACS2102616, DEAECS2102416,

AFMBCS2103116, jakacs2103116, RAMACS2102616
8
Prioritization matrix
JBCS2101316, JAcs2101316
2
3B)
a) Histogram and Pareto chart:
1-
2-
3-
4-
b) Run chart and control chart:
1- Run chart allow the study of observed data for patter over
time and control charts gives a study of variation and its source.
2- Control charts can be used to monitor the process and the run
charts can be to compare the performance before and after a
solution has been implemented.
3- they both use scatter plot.
4-
c) Fishbone Diagram and Prioritization Matrix:
1-
2-
3-
4-

Lecture 15
How to develop a Six Sigma culture
The effect of Six Sigma culture
Six Sigma needs to be more than metrics and statistical
improvements to the existing processes. To achieve Six Sigma
success, a company must create a “culture” in which innovation
occurs continuously within the company’s services and
products.
The key to achieving
Six Sigma culture
Any organization that hopes to remain globally competitive and
achieve success in Six Sigma must encourage the following in
their employees:
1. Creativity
2. Invention
3. Innovation
Creativity
Invention
Innovation
F

What is “Creativity”?Creativity is a personal trait defined as the
ability to envision association between ideas and/or objects that
others do not see. Creativity consists of three components:
expertise, imaginative thinking, and motivation.Expertise serves
as a basic foundation of creativity.Knowledge provides stimulus
to the mind.Imaginative thinking is very critical to
creativity.Motivation promotes and influences the create acts of
individuals.Creative individuals are intelligent, imaginative,
and motivated.
What is the connection between Creativity and Six
Sigma?Creativity helps in the Six Sigma problem solving and
process improvement ideas.Creativity is a solo event and new
ideas come one at a time.Six Sigma projects can play a critical
role in nurturing creativity and basic research.It is the
combination of creativity and knowledge creation which can
provide unique solutions for Six Sigma projects.
Indicators of whether creativity is being nurtured in the
organizationIs there free research time being contributed to
company-related projects?Is there time being spent with current
and potential customers soliciting ideas from them?Do
professional staff members spend time mentoring junior
professionals?Do professionals spend time keeping current in
their area of expertise?
Creativity

Invention
Innovation
F
What is “Invention”?One measure of whether or not someone
has invented something is whether it can be patented.To qualify
for a patent, an invention must be “new, useful and non-
obvious”.The process which leads to invention is to “gain
knowledge or understanding to meet specific recognized need”.
What is the connection between invention and Six Sigma?Six
Sigma projects focuses on customer needs, which can also lead
to invention of new products or processes.Six Sigma project
encourages the prototypes for customers, which can also be lead
to patents.Six Sigma program brings out talented people in the
organization, which can be nurtured into inventive culture and
behavior.
Indicators of whether invention is being nurtured in the
organizationIs the company regularly applying for patents?Are
the employees given time to do some basic research on customer
needs? Does the company recognizes & rewards inventive
behavior?Do employees publish journal articles and attend
conferences?
Creativity

Invention
Innovation
F
What is “Innovation”?Innovation is a creation of useful
prototypes.It is the systematic use of the knowledge or
understanding gained from basic and applied research directed
towards the production of useful materials, devices, systems,
and methods.Innovation involves the translation of ideas into
tangible products and services.
What is the connection between innovation and Six Sigma?Six
Sigma and innovation have a common link: “technology”During
Six Sigma projects, innovation and technology begins to
surface.In Six Sigma projects, Black Belts develop prototypes
based on the thoughts and visions of what the tangible product
or service should “look like”.
Indicators of whether innovation is being nurtured in the
organizationIs there money in the capital budget to acquire
prototype media and methods for product development.Are there
significant numbers of prototypes evaluated by the customers
before the release of engineering design to production.Do
engineers spend time supervising the building of prototypes.Do
the product development staff make site visits to prototype
building facilities.

What can effect the culture of creativity, invention and
innovation?Lack of freedomRed tape and bureaucracy
Insufficient resourcesPoor communicationPoor rewardsTime
pressureCritical and unrealistic evaluations
How to prepare for Six Sigma organization
Learn the goals and objectives of Six Sigma effort
Prepare for some confusion
Begin looking at your work from a SIPOC point of view
Take advantage of learning opportunities
Avoid paranoia
Expect changes and challenges to come
Take responsibility for your own learning
Volunteer, be patient, and don’t get discouraged
Be ready for a long haul
Learn the goals and objectives
of Six Sigma effortEach company has a different perspective on
why Six Sigma is needed.Each company evaluates the resources
differently to meet its Six Sigma needs.Listen for
communications about Six Sigma initiatives. Look for any plans
for teams, training, scale, time frame, roles and responsibilities.
Prepare for some confusionImplementing Six Sigma is never
perfect. You can expect plans to change, roles to evolve, and
projects launched or abandoned.It is all a part of messy job of
organizing for Six Sigma.You should not let it discourage you
from benefiting from the good part of the change.

Begin looking at your work from a SIPOC point of viewSIPOC
= Suppliers, Input, Process, Output, and Customer.You can get
a head start on practicing the process of Six Sigma and
understanding the concept of SIPOC.Try to understand what
your customer really need and how well are you meeting their
needs.It will give you a chance to see how Six Sigma can make
your job more productive.
Take advantage of learning opportunitiesSix Sigma training can
be challenging, but it can provide you with growth potential.Six
Sigma techniques can give a sense to apply systematic
thinking.If you get a chance to be involved in awareness
training or Green Belt courses, or even to become a Black Belt,
take advantage of it.Expect to work hard and gain a lot from Six
Sigma opportunities.
Avoid paranoiaOne of the biggest hindrances to success in Six
Sigma for an individual comes from fear and worry.Sometimes,
it’s just fear of change or the worry that you will be blamed for
problems being analyzed can lead to paranoia.Very rarely is
anyone reprimanded, demoted, or fired for issues that arise from
Six Sigma projects or from providing honest and constructive
feedback.
Expect changes & challenges to comeSix Sigma program will
create some disruption and challenges.Participating in a Six
Sigma projects require some sacrifices.Adopting new
procedures and adopting new processes is difficult, especially if

you have become comfortable with old ways.Six Sigma program
may involve people being reassigned or given new roles.
Take responsibility for your own learningBe proactive in
finding out what you need to learn.To improve your learning
process, do the following:
1. Read books and articles on Six Sigma.
2. Talk to people who are involved in Six
Sigma.
3. Attend informational meetings.
4. Use web sites on Six Sigma.
Volunteer, be patient, and don’t get discouragedIf you feel
eager, ready and enthusiastic about getting involved in Six
Sigma efforts, let your manager and key people know.If you
have project ideas, send them along to upper management or Six
Sigma leader.Also remember, your effort may not lead to
immediate assignment in Six Sigma teams, hang in there.Even
the most aggressive Six Sigma program can’t get everyone
involved right away.
Be ready for a long haulMany companies start various
initiatives and let it dwindle away. However Six Sigma is really
different, because Six Sigma is not just in projects, but it
improves the way we think about processes and manage the
business.Six Sigma is certain to evolve, based on the results and
impact it achieves in the organization.

What skills should you develop to be successful in Six Sigma
program?
The ability to see the “big picture”.
The ability to gather data.
The ability to break through old assumptions.
The ability to work collaboratively.
The ability to thrive on change.
Lecture 4
Analytical tools used in Six Sigma
Purpose of analytical tools
1) Identifying the problem
2) Defining the problem
3) Solving the problem
Common analytical tools used in Six Sigma
Run chart
Control chart
Pareto chart
Cause and effect diagram
Tree diagram
Why-Why diagram
Scatter diagram
Flow chart
Histogram
XY matrix
F

Run chart (time series plot)A run chart permits the study of
observed data for trend or pattern over time.In this chart, the x-
axis is time and the y-axis is the measured variable.It can be
used to compare the performance before and after a solution has
been implemented.Generally 20-25 points are needed to
establish patterns and baselines.
Example of Run (Trend) chartThis analysis shows how things
are changing over time.The chart shows exceptional spikes &
dips in the data trend and may provide the reason for six sigma
projects.
Example of Run chart for customer inquiries
Run chart
Control chart
Pareto chart
Tree diagram
Why-Why diagram
Scatter diagram
Flow chart

Histogram
XY matrix
F
Control chartsControl charts provides a study of variation and
its source.It monitors and controls the process.It can also
provide the direction for improvement.Control charts can
separate special and common cause issues of a process.This is
important because the approach to solve the problem is very
different for these two type of situations.
Example of control chartA control chart shows the range of
variation in the process.It helps the Six Sigma team to
determine whether the process is stable or it needs further
investigation.
Example of “x-bar” and “R” control charts These control charts
are the most common statistical tools to check for process
variability.x-bar measures the process variability from the mean
and “R” measures the process variability of the range (compared
to mean range value)

Interpretation of control chart
A process is out of control & needs investigation if any of the
following conditions exist:
a) Any one point is beyond “zone A”.
b) Any two out of three consecutive points are in the same
“zone A” or beyond.
c) Any four out of five consecutive points are in the same “zone
B” or beyond.
d) Any eight consecutive points are in the same “zone C” or
beyond.
Run chart
Control chart
Pareto chart
Tree diagram
Why-Why diagram
Scatter diagram
Flow chart
Histogram
XY matrix
F
Pareto chartPareto charts are a tool that can be helpful in
identifying the source of chronic problems and common causes
in a manufacturing process.The pareto principle states that a
vital few of the manufacturing process characteristics cause

most of the quality problems (like 80-20 rule).While trivial
many manufacturing process characteristics cause only a small
portion of the quality problem.
Example of Pareto ChartsIt is a specialized bar chart which
breaks down the data by categories and compares them from
largest to smallest.This chart indicates which item has the most
impact on the problem and where to focus attention during the
Six Sigma project.
Steps to construct a generic Pareto chart
1) Define the problem and process characteristic to use in the
diagram.
2) Define the x-axis for the diagram; for example, time,
department etc.
3) Determine the total of the number of times each
characteristics occurred.
4) Rank the characteristics according to the total in step 3.
5) Plot the number of occurrences of each characteristic in the
descending order in the bar graph.
6) Also draw the cumulative plot of the magnitudes from the
bars.
Example of Pareto chart for solder defects

Example of Pareto chart of opportunities for improvement in the
service center
Example of 2-level Pareto analysis for customer complaints
Run chart
Control chart
Pareto chart
Tree diagram
Why-Why diagram
Scatter diagram
Flow chart
Histogram
XY matrix
F
Cause-and-effect diagramThis analytical tool is very effective
to solve problems.It is also known as Ishikawa diagram or
fishbone diagram.This technique is useful to trigger ideas and
promote a balanced approach in group brainstorming
sessions.This is constructed by listing the source (cause) of a
problem (effect) provided by individual team members.The
cause-and-effect diagram provides a means for the teams to
focus on the creation of a list of key process input variables
(KPIV) that could affect key process output variables (KPOV).

Example of Fishbone diagramThis is also called cause-and-
effect diagram.It helps to evaluate all possible causes in major
categories.It tells you where to focus measurement & conduct
root cause analysis.
Example of cause-and-effect diagram
Example of cause-and-effect diagram
Run chart
Control chart
Pareto chart
Tree diagram
Why-Why diagram
Scatter diagram
Flow chart
Histogram
XY matrix
F

Tree diagramTree diagrams can help people uncover, describe,
and communicate a logical relationship that is hierarchical
between important events or goals.A tree can describe the
hierarchy that leads to a desirable or undesirable event.With
this approach a big idea or problem is partitioned into smaller
components.Ideas can then become easier to understand, while
problems become easier to solve.It can be useful for the
construction of a flow diagram by using AND or OR gates to
connect lower elements in the hierarchy to higher elements of
hierarchy.
Example of Tree DiagramA Tree Diagram is used to show links
or hierarchy of objectives & causes.It shows how goals &
possible solutions are connected.It can be used to analyze major
customer needs.
Example of a Tree diagram
Printed circuit board open
Missing component
Internal open
in board

Component
Insufficient solder
Placement macine failure
Assembly handling problem
Bent lead
Internal open
Paste too old
Hole in stencil is plugged
Too little paste in screen printer
Run chart
Control chart
Pareto chart
Tree diagram
Why-Why diagram
Scatter diagram
Flow chart
Histogram
XY matrix
F
Why-Why diagramRisk
FactorWhy?Why?Why?Leaning forwardReach > 30 in.Shield

restricts leg room and access in front of machineCutting fluid
splashes off cutters and creates slip hazard on floorBase plate
sizeMultiple parts are worked on the lathe – all sizesGauge
design – long tool hold in from of the body.Turret lathe moves,
so it is hard to leave the gauges in place over the part.Difficulty
in reading small dialsNumber size is determined by dial size
(<2.5 cm, 1 in.)TwistingStabilizing the gauge on the partNo
support for the gauge – muscle effort stabilizes itTool weight is
the limiting factorReading the dialsArm can block the view of
the dialsLocation and orientation of dish on gauge
Example
of
why-why diagram

Run chart
Control chart
Pareto chart
Tree diagram
Why-Why diagram
Scatter diagram
Flow chart
Histogram
XY matrix
F
Scatter diagram (plot of two variables)It provides a relationship
between two variables.It offers a follow-up procedure to assess
relationship from a cause-and effect diagram.When creating a
scatter diagram, 50-100 pairs of samples should be plotted.The
independent variable should be on the x-axis and the dependent
variable should be on the y-axis.A word of caution, a scatter
diagram relationship does not always predict the cause-and
effect relationship but merely the strength of relationship
between two variables.
Example of Scatter Plot (Correlation)A scatter plot looks for
direct relationships (correlation) between two factors in a
process.Scatter plot indicates whether there is any correlation
between the two variables.

Example of Scatter plot correlation
Run chart
Control chart
Pareto chart
Tree diagram
Why-Why diagram
Scatter diagram
Flow chart
Histogram
XY matrix
F
Flow chart (Process Map)A flow chart is used to show details of
a process. It includes:tasks and proceduresalternative
pathsdecision pointsrework loopA flow chart “as is” map shows
a process as it currently works.A flow chart “should be” shows
a process as it ought to work.
Example of Process Map (Flowchart)
Process Map (Flowchart) shows a process as it currently works.
It uses four basic symbols: circle = start & end of the process

rectangle = task or activity diamond = decision point arrow =
direction of flow
Example of a Flow chart in a service center
Example of Flow chart for lab work order process
Run chart
Control chart
Pareto chart
Tree diagram
Why-Why diagram
Scatter diagram
Flow chart
Histogram
XY matrix
F
Histogram (Frequency Plot)
A histogram is a type of bar chart which shows the distribution
or variation of data over a range such as:

1) size
2) age
3) cost
4) length of time
5) weight
A pareto chart , by contrast plots the data by category
Example of Histogram (Frequency Plot)A histogram is a type of
bar chart, which shows the distribution or variation of data over
a range.Histograms helps analyze the shape, width and range of
the bars (curve) and identifies the items which are meeting or
not meeting the objectives.
How to analyze HistogramsLook for the shape of the bars or the
curve.Look for the width of the spread or range from top to
bottom.Look for the number of “humps” in the bars.If you plot
the customer requirements on a histogram, (a straight line) you
can quickly see how much of what you do is meeting or not
meeting your customer needs.
Run chart
Control chart
Pareto chart
Tree diagram
Why-Why diagram

Scatter diagram
Flow chart
Histogram
XY matrix
F
Example of XY matrix
Example of Charts & GraphsCharts & graphs are visual displays
of data.This tool is very useful for Six Sigma teams to define
the problem & analyze the causes.Six Sigma black belts use this
extensively on their projects.
Statistical analysis tools for Six SigmaTests of statistical
significance: These tools look for the difference in groups of
data to see whether they are meaningful. These tests include
Chi-square, t-test, and analysis of variance
(ANOVA).Correlation and regression: These tools test for the
presence, strength, and nature of the links among variables in a
process or a product, such as how would tire pressure,
temperature, and speed would affect gas mileage.Design of
experiments (DOE): It is a method of developing and
conducting controlled assessments of how a process or a
product performs through testing two or more characteristics
under different conditions. DOE is an excellent tool for
optimization.

Lecture 8
Process Improvement using DMAIC
Phases of Six Sigma project
Phase 1: Selecting the project
Phase 2: Forming the team
Phase 3: Developing the project plan
Phase 4: Training the team
Phase 5: DMAIC process improvement
Phase 6: Completing the project and disbanding the team
members
What is DMAIC?
D = Define the process (step 1)
M = Measure the process (step 2)
A = Analyze the process (step 3)
I = Improve the process (step 4)
C = Control the process (step 5)

Key to DMAIC success
1) Measuring the problem = using data and facts
2) Focusing on the customer = external customer
3) Verifying root cause = agree on a root cause
4) Breaking old habit = find creative new solutions
5) Managing risk = testing and perfecting solutions
6) Measuring results = verify real impact
7) Sustaining change = making sure that the change will last a
long time
Step 1: Define the problem
The team must address the following questions:What are we
working on?Why are we working on this problem?Who is the
customer?What are the customer’s requirements?How is the
work currently being done?What are the benefits of making the
improvement?
Step 1 (cont.) - Charter of the project teamA business case:
Why is this opportunity being chosen?Problem/opportunity and
goal statement: What’s the specific problem and what results
will be sought?Constraints/assumptions: What limitations are
placed on the project?Scope: What is the scope and range of the
project?Players and roles: Who are the team members, champion

(leader), and other stakeholders?Preliminary plan: When will
each phase (D, M, A, I, and C) will be completed?
What should be accomplished in Define phase?Problem and the
business case are well defined (project charter)Process has been
identifiedStakeholders have been identified.Customer
requirements are established and validated using data obtained
from the customer using VOC (voice of the customer) analysis.
Six Sigma tools frequently used in Define phaseProject
charterSIPOC mapStakeholder analysisVoice of the customer
(VOC) analysisCritical-to-Quality (CTQ) treeAffinity
diagramKano analysis
Examples of SIPOC map
(Supplier, Input, Process, Output, Customer)

What is VOC?VOC = Voice of the customerSometimes the
customers are not sure about what they want or have trouble
expressing it.Generally the customers are pretty good about
describing what they don’t want.Therefore the team must listen
to the “voice of the customer” and translate the customer’s
language into meaningful requirements.
Translate the VOC into requirements
Critical-to-Quality (CTQ) tree
Kano model of quality

What is an affinity diagram?An affinity diagram is a tool for
organizing discrete customer comments into a comprehensive
picture of customer needs.Once organized, these comments can
be translated from the customer’s language into the language of
the process.The first step to achieve this is to drill deeper into
each area of customer concern to identify the Critical-to-Quality
(CTQ) requirements.A CTQ tree is the tool that supports this
task.
Step 2: Measure the processMeasure is a follow-up to step 1
(Define) as well as a bridge to the next step (Analyze).Measure
step has two main objectives:
1) Gather data to validate and to quantify the
problems/opportunities.
2) Begin evaluating facts and numbers that offer clues about the
cause of the problem. Remember , Six Sigma team takes a
process view and uses that view to set priorities and make
appropriate decisions about the course of action.
Three main categories of the Measure step
1) Input: This is the information coming into the process for
change into the output. Bad input information can create bad
output information. The Measure input should evaluate all the

information and identify root cause of the problem.
2) Process: This category focuses on the items which can be
tracked and measured. It helps the team start to pinpoint causes
of the problem.
3) Output: This is the end result of the process. It focuses on the
immediate results such as deliveries, defects, complaints etc.
and their impact on the long term items such as profits,
customer satisfaction etc.
Type and examples of Measure step
There are many ways to measure performance at each step
Input-Output relationshipIn Six Sigma talk, two letters “Y” and
“X” are used to represent the kinds of measure.“Y” stands for
results and outcomes of the process. It also represents a goal or
objective of the project, for example, cycle time, profit margin,
etc.“Y” generally links to customer requirements.“X” stands for
the measure that comes from input of the process, such as cost
of raw material, length of phone calls etc.The relationship
between input and output is represented by the equation Y =
f(X)

Action plan for Measure stepOnce it has been determined what
to measure, the team forms a “data collection plan”.In this step
the team moves from the conference room to the real world of
collecting data.This step involves getting the cooperation from
customers, employees, and suppliers.In fact many people’s first
exposure to Six Sigma project is being asked to collect data.A
common milestone in this step is to develop an initial “sigma
level” of the current process.
What should be accomplished in Measure step?Metrics have
been identified and definedData has been collectedMeasurement
system has been validated using Gage R&R methodData display
has been used to determine whether the process is stable and
what is the current sigma level of the processThe ability of the
current process to meet customer needs has been established
Six Sigma tools frequently used in Measure stepData collection
planGage R&RPrioritization matrixRun chartControl
chartHistogramPareto chartsProcess sigma calculation

What is Gage R&R?Gage R&R = Gage Repeatability and
Reproducibility study.It evaluates the effectiveness of a
measurement system.Many of the measurement issues are due to
poor operational definitions of a defect.An operational
definition identifies what is a good or defective output as well
as the measurement process and specific tools (gages) which
should be used for measurement.
Step 3: Analyze the processIn this step the team gets into the
details, and enhances its understanding of the process and the
problem.It tries to identify the culprit behind the problem. The
team focuses on determining the “root cause”.Sometimes the
root cause is easy to determine, which helps the team to move
through the analysis step quickly.Sometimes it may take weeks
and months to determine the root cause after using various tools
and testing methods.It is important to consider many types of
causes, so as not to let biases or past experience cloud the
judgment.
Example of common “root causes”Methods: The procedures or
techniques used in doing the work.Machines: The technology,
such as computers, copiers, or manufacturing equipment, used
in the workplace.Material: The data, instructions, machined
parts, facts or numbers, forms and files that are flawed, will
have negative impact on the output.Measures: Faulty method of
measuring a process on the basis of what’s measured and

how.Environment: Environmental factors such as heat, cold etc.
can influence the output.People: It is the key variable in how all
these other elements combine to effect the output.
Sigma capability conversion table
Steps to calculate sigma valueLet us examine a Pizza delivery
processLet us assume there are four main customer
requirements: correct ingredients, delivered hot, on time, &
undamaged.Data was collected on 500 delivered pizza.
Following is the data form customer feedback: 25 were late, 10
were too cold, 7 were damaged, and 16 had wrong
ingredients.Total number of defects = 25+10+7+16 = 58Number
of defect opportunities = 500 x 4 = 2000Defects per opportunity
(DPO) = 58/2000 = 0.029Defects per million opportunities
(DPMO) = 0.029x106DPMO = 29,000, check the table for
current sigma value
Answer: The current pizza process is at 3.3 sigma
Action plan for the Analyze stepThe action begins by combining

experience, data/measure, and the review of the process and
then forming an initial guess, or the hypothesis of the cause.The
team then looks for more data and other evidence to see whether
it fits with the suspected cause.The cycle of analysis continues,
with the hypothesis being refined or rejected until the true root
cause is identified or verified with data.One of the big
challenges in this Analyze step is to use the right tool. When
causes go deeper or when the relationship between the problem
and other factor is complex and hidden, more advanced
statistical techniques may be required.
What should be accomplished in Analyze step?Potential causes
have been identifiedDetailed process map has been
createdValue-added flow analysis has been used to identify
opportunities for process improvementPotential causes have
been verified and quantified with respect to their impact on
process performance, using statistical techniques
Six Sigma tools frequently used in Analyze stepProcess
mapValue-added flow diagramCause-and-effect diagram
(fishbone diagram)Regression analysis and scatter
plotsHypothesis testingDesign of Experiments (DOE)

Step 4: Improve the processOnce the team has realigned its
goals, Improve is the next step for finally planning and
achieving results.One of the major challenge of this step is that
new ideas which are developed, have to be tested, refined, and
implemented.When several potential solutions have been
proposed, several criteria, including costs and likely benefits,
are used to select the most promising and practical
solutions.The “final” solution or series of changes must always
be approved by the project champion and the entire leadership
team.
Implementation is the key to the Improve stepImplementations
have to be carefully managed and tested.Small-scale pilots are
practically mandatory.Determine what could go wrong and
prepare to prevent or manage difficulties.New changes have to
be “sold” to organization members whose participation is
critical.Data must be gathered to track and verify the impact
(and unintended consequences) of the solution.
What should be accomplished in Improve step?An effective
solution that addresses the root cause of the problemAn analysis
that documents the potential impact of the solution as well as
the cost of implementing it (cost-benefit analysis)A pilot phase
to test that the solution worksAn evaluation of the

implementation risk resulting in preventive actions if necessary
(FMEA)A comprehensive plan to implement the solution,
including budgets, timeliness, and responsibilities.
Six Sigma tools frequently used in Improve stepIdea generation
techniques (brainstorming)Prioritization matrixCost-benefit
analysisPilotingFailure Mode and Effect Analysis
(FMEA)Project management toolsStakeholder planning
What is FMEA?FMEA = Failure Mode and Effect AnalysisOnce
the solution is approved, the team proceeds with an evaluation
of potential implementation risks, using FMEA.It is a structured
approach to identify, estimate, prioritize, and evaluate the risk
involved in the proposed solution. In many cases, the team may
has to revise the original solution to prevent potential problems.
Step 5: Control the processDevelop a monitoring process to
keep track of the changes, which have been implemented.Create
a response procedure for dealing with problems that may
arise.Focus management’s attention on few critical measures
that gives them the outcome of the project (Y) and the key input

measures (Xs).“Sell” the project through presentations and
demonstrations.Give the project responsibilities to those who
will continue to work on the new process.Ensure support from
the management for the long term goals of the project.
What should be accomplished in Control step?The results have
been evaluated, documented, and approved.The plans are in
place to ensure that the gains continue to be maintained.The
training of appropriate people is complete.Standardization
strategy is in place that ensures that the variation of the new
process is minimal.The project is properly documented and has
been handed over to the process owner (project closure).
Six Sigma tools frequently used in Control stepProcess sigma
calculationControl chartsStandardizationQC charts and response
plans
Simple interpretation of DMAIC steps
Define phase determines what is important to the customer.
Measure phase focuses on the understanding of the process.
Analysis phase determines the major cause of defects.

Improve phase removes the major causes of defects.
Control phase maintains the improvement.
The key to the success of DMAIC processDMAIC process has
been referred as an iterative process.The line from “Define” to
“Control” is not straight but rather back-and-forth.It requires
revisiting earlier assumptions and filling places passed over in
haste. The key to the success of the DMAIC process is to be
flexible in dealing with continuous change and the ability to
absorb and to interpret information.It is important to remain
open and attentive to the input of many stakeholders within and
outside the project team.
CASE STUDY 1
Six Sigma at Tenneco
Alex Kinnaird
Samuel Salchak
AJSDCS1091916
Company Profile
Global provider of Exhaust and suspension systems
93 facilities
15 engineering centers
6 continents

Annual revenues of over 8.4 billion USD
2
Drivers For Change
Reduce Scrap, Rework, and Costs
Various sizes of exhaust tubing produced high levels of scrap
2.5-inch tubing saw highest levels out of all sizes
Six Sigma Project
Reduce Scrap on the 2.5 inch exhaust system by 50%
Common cause of scrap is split tubing during manufacture
Team led by Tenneco MBB
Black Belts
Process owners
Engineers
External Experts
Used Minitab Statistical Software
DMAIC
Define
Process map to outline manufacturing steps
Outside consult used for technical aspects

Measure
Gather data during production, especially on defect parts
Analyze
Using Minitab software identify areas causing defects
Improve
Short run production with more advanced R&R
Control
Maintain optimized results over time
Tools Used
Control Charts
Scatter Diagram
Histograms
Hypothesis Testing
Gage R&R
6
Input/Output
KPIV – Common Cause Variation
Variation in tool setup and procedures
Ex. Pipe insertion depth and tool stick-out length data gathered
before procedure
Variation in weld zone temperatures
Constant temperature data gathering during procedure
Variation in tooling curvature

Ex. Diameter and wall thickness of pipe data gathered after
procedure
KPOV
Reduce 2.5 inch steel tubing scrap by 50%
Results Achieved
Team achieved goal of reducing scrap by 50%
P Chart used to verify results
Customer departments were more efficient
Process implemented into sister facilities
Lessons Learned
Make a team from all levels for analysis
Document solutions to improve results on other project lines
and production locations
Computer software programs are powerful analysis tools
Questions?
Six Sigma in Emergency Department Wait Times and Service
Quality
Team
Amjad alzawad & saad aljemaz

October 31,2016
SAALCS2103116
Company profile
Paoli Hospital
Founded in 1914.
Located in Paoli, PA.
Drivers for change
Due to delays, patients leave the emergency room without
waiting, accounted for 6.3% of a total 43,800 ED visits.
Resulted in lost hospital revenue, negative hospital reputation
and poor emergency room preparedness.
The goal is to increased patient satisfaction and improved
financial performance
Define phase
SIPOC represents a high-level identification of the process to
observe the major process elements.
Helps to identify the process outputs and the customers of those
outputs so that the voice of the customer can be captured.

5
Measure Phase
Establishing the baseline sigma before any process improvement
is implemented:
Units: Hospital ED visits which are 43,800 visits per year.
Defects: 6.3% or 2,759 people leaving the hospital ED without
being seen by a doctor.
DPMO : 2759/(1*43,800) = 0.062991 or 63,000 DPMO.
This equates to 3.03 Sigma.
Analyze phase
Separating the significant aspects of a problem from the small
ones.
The team should focus, at most, on the first six reasons
Analyze phase Continued…
Average wait time: 21.1935484 minutes
Patient Wait Times
Frequency
5 12 19 26 33 More 1 2 11 9 7 1
Minutes
Frequency

Improve phase
The Design of Experiments (DOE) :
Find an improvement considering variables that impact wait
times.
five possible reasons for the delay:
Staff size
Order of treatment
Treatment method
Tracking software
Waiting room temperature
Improve phase Continued…
Scatter Diagram
Determine the correlation between the volume of patients and
the impact on the number of patients that leave without
treatment .
172 132 130 206 199 223 201 169 135 200 189 110
203 189 224 197 188 125 199 194 207 4 6 2
4 6 4 8 7 5 3 7 8 6 5 8
4 8 2 6 8 7
Control phase
Establishing Control Chart of new wait times in order of

occurrence
Six sigma tools
Pareto Diagram
Histogram Chart
Design of Experiments (DOE)
Scatter Diagram
Control Chart
Kpiv AND kpov
Variation in number of staff
Variation in patients waiting time (min)
Variation in number of patients leaving without treatment.
Variation in Waiting room temperature (Degrees)
Reducing “door to doctor” time
Results Achieved
Improving “door to doctor time” by 50%
Decreasing total revenue losses by 20%
Reduce unseen patients by 75%
Lessons learned
Pleasing incoming patients is beneficial
(Customer Satisfaction).
Involving all staff members of hospital to DMAIC

process.
Data collection is important.
Understanding the patients needs and its effects.
references
http://www.slideshare.net/mfloriani/healthcare-six-sigma-
project

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