The document discusses the DMAIC methodology for process improvement. DMAIC stands for Define-Measure-Analyze-Improve-Control and provides a structured approach with five phases. Each phase is linked logically to the previous and next phases. The document focuses on using DMAIC for improving service processes and describes tools and considerations for each phase, including project charters, stakeholder analysis, SIPOC maps, voice of the customer, affinity diagrams, Kano models, CTQ trees, prioritization matrices, process cycle efficiency, time value analysis, Pareto charts, control charts, run charts, and FMEAs.
The document lists various business analysis techniques used to organize, specify, model, validate, verify, prioritize, allocate, assess, transition, and manage requirements. It also discusses planning business analysis activities and stakeholder communication. Business analysis is performed through elicitation, documentation, analysis, validation, and management of requirements.
A two page overview of the IIBA BABOKv3 showing Knowledge Areas + Tasks + Elements + Input/Output Create/Read/Update/Delete activities + Techniques + Underlying Competencies.
Helpful for general overview and assistance preparing for CBAP + CCBA exams.
The document is a guide to the Business Analysis Body of Knowledge (BABOK), which defines the profession of business analysis. It describes the key areas of knowledge for business analysis, including the associated tasks and skills required. The guide serves as a baseline for practitioners and others to understand the work of business analysts and the competencies needed to perform the role effectively.
The leader's job is to set a clear direction of what their organizations mean by "results" - Peter Drucker
Here's a partial example of how to do that with Balanced Scroecard
This document provides a summary of the Business Analysis Body of Knowledge (BABOK) version 3. It defines key terms related to business analysis and outlines the knowledge areas, tasks, and additional information covered in the BABOK. The knowledge areas include business analysis planning and monitoring, elicitation and collaboration, requirements lifecycle management, strategy analysis, requirements analysis and design definition, and solution evaluation. For each knowledge area, the related tasks and additional context are summarized at a high level.
This document discusses best practices for adopting agile methodologies in fixed-bid projects. It identifies key challenges such as lack of mutual trust between customers and vendors and lack of customer involvement. It recommends holding a pre-game workshop to establish product vision, estimate scope and timeline, and agree on ways of working. It also recommends collaborative change management where customers can change low priority stories without cost. These practices help deliver projects on time and within budget while allowing flexibility that agile requires.
The document provides an overview of the Define-Measure-Analyze-Improve-Control (DMAIC) methodology, which is Six Sigma's most common problem-solving approach. It consists of five steps: Define the problem, Measure current performance, Analyze to find the root cause, Improve by implementing a solution, and Control to ensure continued benefits. The approach aims to reduce variation and bring processes back into alignment with customer requirements. Key requirements that determine the methodology's activities include understanding the problem definition, current metrics and their trends, identifying root causes, implementing corrective actions, and controlling improvements over time.
The document summarizes a business case for a new connected digital picture frame product called DigiPix. It outlines the opportunity, market potential, product concept, development plan, and go-to-market strategy. Key points include strong growth in the digital photo frame market, customer interest in DigiPix's connectivity features, a first-mover advantage over competitors, and financial projections showing potential for $30M in revenue by year 4 with an initial $5M investment and positive NPV. The summary recommends moving forward with a $50K investment to further validate the market opportunity.
The document lists various business analysis techniques used to organize, specify, model, validate, verify, prioritize, allocate, assess, transition, and manage requirements. It also discusses planning business analysis activities and stakeholder communication. Business analysis is performed through elicitation, documentation, analysis, validation, and management of requirements.
A two page overview of the IIBA BABOKv3 showing Knowledge Areas + Tasks + Elements + Input/Output Create/Read/Update/Delete activities + Techniques + Underlying Competencies.
Helpful for general overview and assistance preparing for CBAP + CCBA exams.
The document is a guide to the Business Analysis Body of Knowledge (BABOK), which defines the profession of business analysis. It describes the key areas of knowledge for business analysis, including the associated tasks and skills required. The guide serves as a baseline for practitioners and others to understand the work of business analysts and the competencies needed to perform the role effectively.
The leader's job is to set a clear direction of what their organizations mean by "results" - Peter Drucker
Here's a partial example of how to do that with Balanced Scroecard
This document provides a summary of the Business Analysis Body of Knowledge (BABOK) version 3. It defines key terms related to business analysis and outlines the knowledge areas, tasks, and additional information covered in the BABOK. The knowledge areas include business analysis planning and monitoring, elicitation and collaboration, requirements lifecycle management, strategy analysis, requirements analysis and design definition, and solution evaluation. For each knowledge area, the related tasks and additional context are summarized at a high level.
This document discusses best practices for adopting agile methodologies in fixed-bid projects. It identifies key challenges such as lack of mutual trust between customers and vendors and lack of customer involvement. It recommends holding a pre-game workshop to establish product vision, estimate scope and timeline, and agree on ways of working. It also recommends collaborative change management where customers can change low priority stories without cost. These practices help deliver projects on time and within budget while allowing flexibility that agile requires.
The document provides an overview of the Define-Measure-Analyze-Improve-Control (DMAIC) methodology, which is Six Sigma's most common problem-solving approach. It consists of five steps: Define the problem, Measure current performance, Analyze to find the root cause, Improve by implementing a solution, and Control to ensure continued benefits. The approach aims to reduce variation and bring processes back into alignment with customer requirements. Key requirements that determine the methodology's activities include understanding the problem definition, current metrics and their trends, identifying root causes, implementing corrective actions, and controlling improvements over time.
The document summarizes a business case for a new connected digital picture frame product called DigiPix. It outlines the opportunity, market potential, product concept, development plan, and go-to-market strategy. Key points include strong growth in the digital photo frame market, customer interest in DigiPix's connectivity features, a first-mover advantage over competitors, and financial projections showing potential for $30M in revenue by year 4 with an initial $5M investment and positive NPV. The summary recommends moving forward with a $50K investment to further validate the market opportunity.
This presentation offers one perspective on how Lean Six Sigma, CMMI, and other best practice models and standards can be combined to leverage the best features of each. Lean Six Sigma and CMMI differences and similarities are examined, including how they typically differ in terms of deployment, investment, and ROI.
A "low-calorie" approach to LSS deployment is described. The role of LSS in relation to CMMI specific and generic goals is examined. Direct and indirect connections between LSS and CMMI are examined in the context of specific Process Areas in order to clarify when and how they are likely to interact and which may be regarded as 'first'.
Business Analysis Knowledge Areas and Tasks (based on BABOK V3.0)amorshed
The document provides an overview of the Business Analysis Body of Knowledge (BABOK) version 3.0 knowledge areas and tasks. It discusses the six knowledge areas: business analysis planning and monitoring, elicitation and collaboration, requirements life cycle management, strategy analysis, requirements analysis and design definition, and solution evaluation. For each knowledge area, it describes the tasks business analysts perform and how the core concept model of need, change, solution, stakeholder, value, and context relates to the knowledge area. The document is intended to help business analysts understand the structure and components of the BABOK guide.
Process improvement for General Counsel and Law FirmsGeorge Dunn
Process improvement for General Counsel and Law Firms by George Dunn, President CRE8 Independent Consultants. A Follow Up To the 26th Annual General Counsel Conference. A white paper discussion of how law firms should approach process improvement using: Continuous process improvement; Business Process Management; Re-engineering; Lean and Six Sigma process improvement methods.
This document discusses using Central Composite Design (CCD), a statistical optimization technique, to set goals for reducing tickets and costs in a Run the Business (RTB) project for a retail banking customer. CCD was used to analyze historical data and determine that 50% ticket reduction and $0.5 million cost savings were achievable goals for 2013. The Causal Analysis and Resolution process area of the CMMI framework was then used to prioritize and address root causes in order to achieve the ticket reduction goal.
The document discusses key aspects for a successful CRM system implementation, beginning with adopting a customer-focused philosophy throughout the organization. It emphasizes defining clear business goals and involving employees and customers in reviewing processes to identify problems. The implementation should have a project team and steering group to guide selecting a CRM system that supports new customer-focused processes, as defined in a business requirements document. After implementation, a review should assess if goals were met and identify further improvements.
This document provides information about professional business analysis certification and training. It discusses:
1. The trainer's qualifications which include 15+ years experience in construction project management and certifications in project management, requirements management, and business analysis.
2. An overview of the PMI-PBA certification including that it was first offered in 2014 and is predicted to be an in-demand job growing 22% by 2020.
3. The course content for PMI-PBA training, which includes introductions to business analysis, requirements elicitation and analysis, and monitoring requirements.
Benchmarking is an ongoing process involving industries from all walks of life and all categories of production
The principle is that no company is 100% perfect, and if you continuously search for better solutions, you will improve your efficiency and become an exceptional company, which can later form a benchmark for similar companies.
Benchmarking is a legal activity. Because benchmarking has been applied in a formal fashion (following strict rules) to all manner of technical and administrative procedures. There is legal authorities on information exchanges ( major area of antitrust concern applicable to benchmarking )
With increasing pressure to improve quality while cutting costs, process improvement is a top priority for many organizations right now; but once we've implemented a process improvement initiative, how do we accurately measure the benefits? Benchmarking is critical to determining the success of any serious process improvement program. As with any type of measurement program, it requires an initial reference point to measure progress. To set our point of comparison, we first need to perform a benchmark on a contemporary sample of projects that are representative of the typical work that we do. In this webinar, industry expert Larry Putnam, Jr. will take you through the necessary steps to perform a successful benchmark - from collecting quantitative and qualitative data to establish the initial baseline benchmark all the way through to performing follow up benchmarks on new projects and process improvement analysis.
Measurement in PR: the Hotwire Measurement FrameworkHotwire
1) The document discusses the evolution of PR measurement frameworks towards more valid and standardized metrics. It highlights the Barcelona Principles developed by AMEC which moved away from AVEs as the sole metric.
2) Hotwire has adopted the AMEC Valid Metrics Framework to measure PR activities, influencer effects, and target audience effects in a way that is directly linked to business goals and objectives.
3) An example shows potential metrics for different stages of a campaign from awareness activities through to supporting business actions and outcomes. The framework aims to clearly align PR work with desired business outcomes.
This document outlines the processes involved in business analysis according to the International Institute of Business Analysis (IIBA) Business Analysis Body of Knowledge (BABOK). It includes processes for planning and monitoring business analysis activities, eliciting requirements, analyzing enterprise needs, managing requirements, and assessing and validating solution proposals. The document maps these processes and shows how inputs, outputs, and documents flow between the different stages of business analysis.
The document discusses benchmarking and function points as metrics for software projects. It defines benchmarking as comparing business processes and performance metrics to industry best practices. It outlines the benchmarking process which includes identifying what to benchmark, creating a team, collecting data from other organizations, analyzing gaps, and implementing an action plan. The document also discusses function points as a standardized software metric that measures functionality rather than lines of code. It notes the strengths and weaknesses of using function points for economic and quality analyses in software projects.
This document discusses best practices for service delivery and support. It covers requirements management, project integration and tracking, managing subcontractors, quality assurance, configuration management, software engineering processes, process definition and improvement, and training. The document provides questions to evaluate each area and ensure processes are well defined, documented, implemented correctly and continuously improved.
This document summarizes a presentation on relooking at Asian Paints' CRM implementation to achieve a single view of the customer. It includes an agenda, project briefing, methodology overview, and discussion of current CRM touchpoints and concerns. The project aims to assess the current process, gather business requirements, conduct benchmarking, and provide recommendations to achieve a single customer view across changing business models. Key issues with the current system include a lack of centralized customer data, data not flowing between connected systems, siloed applications and processes, and limited CRM adoption.
Benchmarking is comparing one's business processes and performance metrics to industry best practices to identify areas for improvement. The document discusses the history and common procedures for benchmarking. Benchmarking procedures typically involve identifying high performing companies in the industry or other industries, surveying them to collect metrics and practices, analyzing any performance gaps between the company and targets, and developing plans to implement best practices to improve performance. Common types of benchmarking include process, financial, performance, product, and strategic benchmarking which can be done internally or externally. The costs, tools, and ongoing nature of benchmarking are also outlined.
Teamcenter provides end-to-end product change management integrated with a company's enterprise systems. It manages changes from initial identification through implementation and validation. Unique capabilities include managing design impacts and allowing engineers to efficiently analyze and re-use change contexts. The document discusses how Teamcenter supports closed-loop change processes and ensures changes are fully implemented.
The document discusses Brian Keith Seitz's intellectual arbitrage group and marketing process. It provides details on the marketing process such as it being formally established in the late 1990s and undergoing regular updates. It also outlines the management systems and controls, education/training processes and tools, and people aspects of the marketing process. Maturity levels and process areas are evaluated using a Capability Maturity Model self-assessment tool.
The document provides a template for creating a Market Requirements Document. It includes sections for an executive summary, market opportunity analysis, market requirements, and prioritized list of requirements. The market requirements section provides examples of how to document user personas, potential requirements, use cases, specifications, and a prioritized requirements list. It aims to help understand customer needs and prioritize market-driven requirements to guide product development.
The document contains a test with multiple choice questions about project management concepts. The questions cover topics like requirements management, scope management, stakeholder management, quality management, and more. The high level responses provided indicate an understanding of key PM principles and frameworks like the PMBOK Guide.
The document discusses how quality initiatives like Six Sigma and Total Quality Management can provide useful tools and concepts for IT service management even when the full implementations of those initiatives fail. It highlights how Yahoo spent years optimizing the wrong parts of its system without understanding users' needs. Six Sigma concepts like defining processes, understanding critical quality factors, and calculating the costs of poor quality could help IT organizations better implement ITIL and improve services. The document then explains several key Six Sigma tools - Voice of the Customer, SIPOC, CTQ, COPQ, and CONC - that can be useful for ITSM practitioners.
Lean Six Sigma Black Belt Training Part 4Lean Insight
Lean-insight is providing six sigma training in Bangalore. You will get training for
1. six sigma black belt
2. six sigma green belt
3. lean six sigma training
For more details visit: http://lean-insight.com/six-sigma-training-bangalore/
This presentation offers one perspective on how Lean Six Sigma, CMMI, and other best practice models and standards can be combined to leverage the best features of each. Lean Six Sigma and CMMI differences and similarities are examined, including how they typically differ in terms of deployment, investment, and ROI.
A "low-calorie" approach to LSS deployment is described. The role of LSS in relation to CMMI specific and generic goals is examined. Direct and indirect connections between LSS and CMMI are examined in the context of specific Process Areas in order to clarify when and how they are likely to interact and which may be regarded as 'first'.
Business Analysis Knowledge Areas and Tasks (based on BABOK V3.0)amorshed
The document provides an overview of the Business Analysis Body of Knowledge (BABOK) version 3.0 knowledge areas and tasks. It discusses the six knowledge areas: business analysis planning and monitoring, elicitation and collaboration, requirements life cycle management, strategy analysis, requirements analysis and design definition, and solution evaluation. For each knowledge area, it describes the tasks business analysts perform and how the core concept model of need, change, solution, stakeholder, value, and context relates to the knowledge area. The document is intended to help business analysts understand the structure and components of the BABOK guide.
Process improvement for General Counsel and Law FirmsGeorge Dunn
Process improvement for General Counsel and Law Firms by George Dunn, President CRE8 Independent Consultants. A Follow Up To the 26th Annual General Counsel Conference. A white paper discussion of how law firms should approach process improvement using: Continuous process improvement; Business Process Management; Re-engineering; Lean and Six Sigma process improvement methods.
This document discusses using Central Composite Design (CCD), a statistical optimization technique, to set goals for reducing tickets and costs in a Run the Business (RTB) project for a retail banking customer. CCD was used to analyze historical data and determine that 50% ticket reduction and $0.5 million cost savings were achievable goals for 2013. The Causal Analysis and Resolution process area of the CMMI framework was then used to prioritize and address root causes in order to achieve the ticket reduction goal.
The document discusses key aspects for a successful CRM system implementation, beginning with adopting a customer-focused philosophy throughout the organization. It emphasizes defining clear business goals and involving employees and customers in reviewing processes to identify problems. The implementation should have a project team and steering group to guide selecting a CRM system that supports new customer-focused processes, as defined in a business requirements document. After implementation, a review should assess if goals were met and identify further improvements.
This document provides information about professional business analysis certification and training. It discusses:
1. The trainer's qualifications which include 15+ years experience in construction project management and certifications in project management, requirements management, and business analysis.
2. An overview of the PMI-PBA certification including that it was first offered in 2014 and is predicted to be an in-demand job growing 22% by 2020.
3. The course content for PMI-PBA training, which includes introductions to business analysis, requirements elicitation and analysis, and monitoring requirements.
Benchmarking is an ongoing process involving industries from all walks of life and all categories of production
The principle is that no company is 100% perfect, and if you continuously search for better solutions, you will improve your efficiency and become an exceptional company, which can later form a benchmark for similar companies.
Benchmarking is a legal activity. Because benchmarking has been applied in a formal fashion (following strict rules) to all manner of technical and administrative procedures. There is legal authorities on information exchanges ( major area of antitrust concern applicable to benchmarking )
With increasing pressure to improve quality while cutting costs, process improvement is a top priority for many organizations right now; but once we've implemented a process improvement initiative, how do we accurately measure the benefits? Benchmarking is critical to determining the success of any serious process improvement program. As with any type of measurement program, it requires an initial reference point to measure progress. To set our point of comparison, we first need to perform a benchmark on a contemporary sample of projects that are representative of the typical work that we do. In this webinar, industry expert Larry Putnam, Jr. will take you through the necessary steps to perform a successful benchmark - from collecting quantitative and qualitative data to establish the initial baseline benchmark all the way through to performing follow up benchmarks on new projects and process improvement analysis.
Measurement in PR: the Hotwire Measurement FrameworkHotwire
1) The document discusses the evolution of PR measurement frameworks towards more valid and standardized metrics. It highlights the Barcelona Principles developed by AMEC which moved away from AVEs as the sole metric.
2) Hotwire has adopted the AMEC Valid Metrics Framework to measure PR activities, influencer effects, and target audience effects in a way that is directly linked to business goals and objectives.
3) An example shows potential metrics for different stages of a campaign from awareness activities through to supporting business actions and outcomes. The framework aims to clearly align PR work with desired business outcomes.
This document outlines the processes involved in business analysis according to the International Institute of Business Analysis (IIBA) Business Analysis Body of Knowledge (BABOK). It includes processes for planning and monitoring business analysis activities, eliciting requirements, analyzing enterprise needs, managing requirements, and assessing and validating solution proposals. The document maps these processes and shows how inputs, outputs, and documents flow between the different stages of business analysis.
The document discusses benchmarking and function points as metrics for software projects. It defines benchmarking as comparing business processes and performance metrics to industry best practices. It outlines the benchmarking process which includes identifying what to benchmark, creating a team, collecting data from other organizations, analyzing gaps, and implementing an action plan. The document also discusses function points as a standardized software metric that measures functionality rather than lines of code. It notes the strengths and weaknesses of using function points for economic and quality analyses in software projects.
This document discusses best practices for service delivery and support. It covers requirements management, project integration and tracking, managing subcontractors, quality assurance, configuration management, software engineering processes, process definition and improvement, and training. The document provides questions to evaluate each area and ensure processes are well defined, documented, implemented correctly and continuously improved.
This document summarizes a presentation on relooking at Asian Paints' CRM implementation to achieve a single view of the customer. It includes an agenda, project briefing, methodology overview, and discussion of current CRM touchpoints and concerns. The project aims to assess the current process, gather business requirements, conduct benchmarking, and provide recommendations to achieve a single customer view across changing business models. Key issues with the current system include a lack of centralized customer data, data not flowing between connected systems, siloed applications and processes, and limited CRM adoption.
Benchmarking is comparing one's business processes and performance metrics to industry best practices to identify areas for improvement. The document discusses the history and common procedures for benchmarking. Benchmarking procedures typically involve identifying high performing companies in the industry or other industries, surveying them to collect metrics and practices, analyzing any performance gaps between the company and targets, and developing plans to implement best practices to improve performance. Common types of benchmarking include process, financial, performance, product, and strategic benchmarking which can be done internally or externally. The costs, tools, and ongoing nature of benchmarking are also outlined.
Teamcenter provides end-to-end product change management integrated with a company's enterprise systems. It manages changes from initial identification through implementation and validation. Unique capabilities include managing design impacts and allowing engineers to efficiently analyze and re-use change contexts. The document discusses how Teamcenter supports closed-loop change processes and ensures changes are fully implemented.
The document discusses Brian Keith Seitz's intellectual arbitrage group and marketing process. It provides details on the marketing process such as it being formally established in the late 1990s and undergoing regular updates. It also outlines the management systems and controls, education/training processes and tools, and people aspects of the marketing process. Maturity levels and process areas are evaluated using a Capability Maturity Model self-assessment tool.
The document provides a template for creating a Market Requirements Document. It includes sections for an executive summary, market opportunity analysis, market requirements, and prioritized list of requirements. The market requirements section provides examples of how to document user personas, potential requirements, use cases, specifications, and a prioritized requirements list. It aims to help understand customer needs and prioritize market-driven requirements to guide product development.
The document contains a test with multiple choice questions about project management concepts. The questions cover topics like requirements management, scope management, stakeholder management, quality management, and more. The high level responses provided indicate an understanding of key PM principles and frameworks like the PMBOK Guide.
The document discusses how quality initiatives like Six Sigma and Total Quality Management can provide useful tools and concepts for IT service management even when the full implementations of those initiatives fail. It highlights how Yahoo spent years optimizing the wrong parts of its system without understanding users' needs. Six Sigma concepts like defining processes, understanding critical quality factors, and calculating the costs of poor quality could help IT organizations better implement ITIL and improve services. The document then explains several key Six Sigma tools - Voice of the Customer, SIPOC, CTQ, COPQ, and CONC - that can be useful for ITSM practitioners.
Lean Six Sigma Black Belt Training Part 4Lean Insight
Lean-insight is providing six sigma training in Bangalore. You will get training for
1. six sigma black belt
2. six sigma green belt
3. lean six sigma training
For more details visit: http://lean-insight.com/six-sigma-training-bangalore/
Six Sigma is a data-driven methodology for reducing defects and variation in processes. It aims for no more than 3.4 defects per million opportunities. Six Sigma uses two sub-methodologies: DMAIC for improving existing processes and DMADV for developing new processes. Both involve Green Belts, Black Belts, and Master Black Belts. DMAIC stands for Define, Measure, Analyze, Improve, Control and is used for incremental process improvement. DMADV stands for Define, Measure, Analyze, Design, Verify and is used for developing new processes or products.
How to Reach Peak Performance With the Product Management Organizational Heal...Aggregage
The degree of maturity of your product management organization can directly drive your ability to satisfy customers and become more profitable. Our Product Management Organizational Health Checklist and on-demand webinar can help.
The document provides an overview of the House of Quality tool used in Quality Function Deployment. It describes the six major components of a House of Quality matrix: 1) customer requirements, 2) technical requirements, 3) a planning matrix, 4) an interrelationship matrix, 5) a technical correlation matrix, and 6) technical priorities/benchmarks and targets. It explains each component and how the House of Quality is used to translate customer needs into engineering targets to design a new product that satisfies customers.
This presentation covers the entire aspects of 6 sigma quality methodology. You can have this presentation as a reference to anything related to 6 sigma. This is one of the best material to be refereed before the implementation of 6 sigma in your organization, whether it is in service sector or in manufacturing..
The document discusses key topics in operations management including Six Sigma, acceptance sampling, Taguchi loss function, House of Quality, and robustness. It provides details on Six Sigma such as its goal of reducing defects to 3.4 per million and the DMAIC methodology. Acceptance sampling uses statistical sampling to determine if production lots meet standards. The Taguchi loss function quantifies the costs of deviations from a target value. House of Quality is a tool that integrates customer needs into product development. Finally, robust design aims to create products that maintain performance over a wide range of conditions.
Here are the answers to the quiz questions:
1. A goal statement defines the team’s targeted improvements in clear, concise and measurable terms. It describes what the project aims to achieve.
2. Collection of VOC (Voice of Customer) helps to understand customer requirements, identify critical features, make process management proactive, decide where to focus improvement efforts, and get a baseline measure of customer satisfaction.
3. A process map provides a graphical representation of the overall flow of information and material through a process. It helps everyone understand how distinct parts of the company combine to deliver a product or service.
4. A process is said to have achieved Six Sigma when it produces no more than 3.4 defects per
This presentation is an continuation of my earlier presentation of TQM. This Ppt covers Quality Function Deployment, Quality Control Tools - Old and New, Benchmarking, Business Process Reengineering, Six Sigma, etc
This presentation is in continuation of my earlier presentation on TQM. Here, I have discussed on Quality Function Deployment, Voice of Customer, Failure Mode Effect Analysis, Quality Control Tools - Old and New, Business process Reengineering, Benchmarking, and Six Sigma.
2008 Nov Lessons Learned Lean Six Sigma Balanced Scorecardhfroehling1
This document discusses lessons learned from deploying Lean Six Sigma in services organizations. It provides an overview of key differences between manufacturing and services and discusses challenges in applying Lean Six Sigma tools. The document also discusses approaches to strategic project selection using Balanced Scorecard and Theory of Constraints and outlines lessons learned around deployment criteria, roles, training, and measurement. Current trends indicate Lean Six Sigma is moving towards a more integrated approach and being applied in smaller organizations and healthcare.
PRODUCT BRIEF DEVELOPMENT TOOLS Quality Function Dep.docxbriancrawford30935
PRODUCT BRIEF
DEVELOPMENT
TOOLS
Quality Function Deployment
In a few words: The voice of the customer translated into the voice of the engineer.
To design a product well, a design teams needs to know what it is
they are designing, and what the end-users will expect from it.
Quality Function Deployment is a systematic approach to design
based on a close awareness of customer desires, coupled with the
integration of corporate functional groups. It consists in
translating customer desires (for example, the ease of writing for
a pen) into design characteristics (pen ink viscosity, pressure on
ball-point) for each stage of the product development (Rosenthal,
1992).
Ultimately the goal of QFD is to translate
often subjective quality criteria into objective
ones that can be quantified and measured and
which can then be used to design and
manufacture the product. It is a complimentary
method for determining how and where
priorities are to be assigned in product
development. The intent is to employ
objective procedures in increasing detail
throughout the development of the product.
(Reilly, 1999)
Quality Function Deployment was developed
by Yoji Akao in Japan in 1966. By 1972 the
power of the approach had been well
demonstrated at the Mitsubishi Heavy
Industries Kobe Shipyard (Sullivan, 1986) and
in 1978 the first book on the subject was
published in Japanese and then later translated
into English in 1994 (Mizuno and Akao,
1994).
In Akao’s words, QFD "is a method for developing a design quality aimed at satisfying the
consumer and then translating the consumer's demand into design targets and major quality
assurance points to be used throughout the production phase. ... [QFD] is a way to assure the
design quality while the product is still in the design stage." As a very important side benefit he
points out that, when appropriately applied, QFD has demonstrated the reduction of development
time by one-half to one-third. (Akao, 1990)
The 3 main goals in implementing QFD are:
1. Prioritize spoken and unspoken customer wants and needs.
2. Translate these needs into technical characteristics and specifications.
3. Build and deliver a quality product or service by focusing everybody toward customer
satisfaction.
Technique useful for:
Derivative First of a kind
Me too with
a twist Next generation
Familiar New
E
st
ab
lis
he
d
N
ew
M
ar
ke
t
Product Concept
Since its introduction, Quality Function Deployment has helped to transform the way many
companies:
• Plan new products
• Design product requirements
• Determine process characteristics
• Control the manufacturing process
• Document already existing product specifications
QFD uses some principles from Concurrent Engineering in that cross-functional teams are
involved in all phases of product development. Each of the four phases in a QFD process uses a
matrix to translate customer requirements from initial plann.
La Dove Associates -- CRM/Customer Care Consulting Overview LaDove Associates
This document summarizes the consulting services and experience of Brett LaDove. It includes testimonials from past clients praising Brett's strategic vision and ability to balance tactical execution with long-term goals. The document also provides examples of Brett's work including planning processes, defining objectives and metrics, prioritizing strategies, and articulating plans to support business cases. It describes Brett's methodology for tasks like technology selection, vendor selection, and customer satisfaction research.
Quality Function Deployment (QFD) is a systematic approach to design that focuses on customer needs. It involves translating customer requirements into technical specifications across each stage of product development. The QFD process involves building a House of Quality matrix to prioritize customer needs, technical attributes, and their relationships. It then translates the voice of the customer through subsequent phases of product design, process planning, and production control. Implementing QFD alongside Lean Six Sigma aims to reduce waste and variability to improve quality, efficiency and meet customer requirements.
The document provides information on conducting the measure phase of a Six Sigma project. It discusses gathering data to understand the current process performance and identify problems. Tools that can be used in the measure phase like SIPOC diagrams, VOC, Kano analysis, flow diagrams, and Pareto charts are explained. The document also covers determining critical customer requirements and translating the VOC into measurable metrics using techniques like affinity diagrams, tree diagrams, and Quality Function Deployment matrices.
The document discusses requirements management practices for new product introductions. It emphasizes the importance of clearly documenting customer needs and linking them to product features, capabilities, and tests throughout the design and development process. A stage-gate process is used to drive cross-functional collaboration and ensure customer expectations are met. Key questions are provided for leadership reviews at each stage to assess alignment with customer needs and authorize moving to the next stage of product development.
Product and Services Design & DevelopmentRaj Vardhan
This PPT is about product design and development and it's the significance, advantages and disadvantages and its impacts on sales and performance of the product or services of the company.
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
The Genesis of BriansClub.cm Famous Dark WEb PlatformSabaaSudozai
BriansClub.cm, a famous platform on the dark web, has become one of the most infamous carding marketplaces, specializing in the sale of stolen credit card data.
How to Implement a Real Estate CRM SoftwareSalesTown
To implement a CRM for real estate, set clear goals, choose a CRM with key real estate features, and customize it to your needs. Migrate your data, train your team, and use automation to save time. Monitor performance, ensure data security, and use the CRM to enhance marketing. Regularly check its effectiveness to improve your business.
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
3 Simple Steps To Buy Verified Payoneer Account In 2024SEOSMMEARTH
Buy Verified Payoneer Account: Quick and Secure Way to Receive Payments
Buy Verified Payoneer Account With 100% secure documents, [ USA, UK, CA ]. Are you looking for a reliable and safe way to receive payments online? Then you need buy verified Payoneer account ! Payoneer is a global payment platform that allows businesses and individuals to send and receive money in over 200 countries.
If You Want To More Information just Contact Now:
Skype: SEOSMMEARTH
Telegram: @seosmmearth
Gmail: seosmmearth@gmail.com
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
Starting a business is like embarking on an unpredictable adventure. It’s a journey filled with highs and lows, victories and defeats. But what if I told you that those setbacks and failures could be the very stepping stones that lead you to fortune? Let’s explore how resilience, adaptability, and strategic thinking can transform adversity into opportunity.
Digital Marketing with a Focus on Sustainabilitysssourabhsharma
Digital Marketing best practices including influencer marketing, content creators, and omnichannel marketing for Sustainable Brands at the Sustainable Cosmetics Summit 2024 in New York
SATTA MATKA SATTA FAST RESULT KALYAN TOP MATKA RESULT KALYAN SATTA MATKA FAST RESULT MILAN RATAN RAJDHANI MAIN BAZAR MATKA FAST TIPS RESULT MATKA CHART JODI CHART PANEL CHART FREE FIX GAME SATTAMATKA ! MATKA MOBI SATTA 143 spboss.in TOP NO1 RESULT FULL RATE MATKA ONLINE GAME PLAY BY APP SPBOSS
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
How MJ Global Leads the Packaging Industry.pdfMJ Global
MJ Global's success in staying ahead of the curve in the packaging industry is a testament to its dedication to innovation, sustainability, and customer-centricity. By embracing technological advancements, leading in eco-friendly solutions, collaborating with industry leaders, and adapting to evolving consumer preferences, MJ Global continues to set new standards in the packaging sector.
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Taste
5 tools in dmai...
1. DMAIC (Define-Measure-Analyze-Improve-
Control)
Using DMAIC to Improve Service Processes
No matter how you approach deploying
improvement teams in your organization, they will
all need to know what is expected of them. That is
where having a standard improvement model
such as DMAIC (Define-Measure-Analyze-
Improve-Control) is extremely helpful. It provides
teams with a roadmap. DMAIC is a structured,
disciplined, rigorous approach to process
improvement consisting of the five phases
mentioned, where each phase is linked logically to
the previous phase as well as to the next phase.
2. There are many resources that describe the DMAIC
process. Our purpose here is to focus on special
considerations for using the Lean Six Sigma DMAIC
process in a service environment, including both
methods and tools that are particularly helpful as
well as hints on how to model the people side of
each phase.
Elements of Define (DMAIC)
Elements of Measure (DMAIC)
Elements of Analyze (DMAIC)
Elements of Improve (DMAIC)
Elements of Control (DMAIC)
Process Simulation and Modeling
Difference Between DMAIC and Design For Six
Sigma (DFSS)
3. Elements of Define (DMAIC)
Key Concept
The tools most commonly used in the Define
phase are:
Project Charter
Stakeholder Analysis
Suppliers, Inputs, Process, Output, and
Customers (SIPOC) Process Map
Voice of the Customer
Affinity Diagram
Kano Model
Critical-To-Quality (CTQ) Tree
4. The first phase is Define. During the Define
phase, a team and its sponsors reach
agreement on what the project is and what it
should accomplish. Presuming that a draft of
the Project Charter is already in place, the
main work in the Define phase is for the
project team to complete an analysis of what
the project should accomplish and confirm
understanding with the sponsor(s). They
should agree on the problem, which
customers are affected, and how the current
process or outcomes fail to meet their
customers’ needs through "
Voice of the Customer or
Critical-To-Quality (CTQ)." The outcome of the
Define phase is:
5. A clear statement of the intended improvement
(Project Charter)
A high-level map of the Processes (SIPOC)
A list of what is important to the customer (CTQ)
An understanding of the project's link to corporate
strategy and its contribution to ROIC
The tools most commonly used in the Define phase
are:
Project Charter
Stakeholder analysis
Suppliers, Inputs, Process, Output, and
Customers (SIPOC) process map
Voice of the Customer
Affinity Diagram
Kano Model
Critical-To-Quality (CTQ) tree
6. The following sections provide a brief
description of the above tools and techniques.
Project Charter
The charter is a contract between the
organization’s leadership and the project team
created at the outset of the project. Its purpose
is:
To clarify what is expected of the team
To keep the team focused
To keep the project and team aligned with
organizational priorities
To transfer the project from the champion to
the team
Back to Define Tools
7. Stakeholder Analysis
A DMAIC project will require a fundamental change in the
process. In an effort to mitigate the resistance to change
when the improvement is implemented, it is crucial to identify
the stakeholders early on, and to develop a communication
plan for each of them. Typical stakeholders include
managers, people who work in the process under study,
upstream and downstream departments, customers,
suppliers and finance. Regular communication can create
more buy-in, identify better solutions, and avoid pitfalls.
Back to Define Tools
SIPOC Process Map
A SIPOC is a high-level process map that includes
Suppliers, Inputs, Process, Output, and Customers. Quality
is judged based on the output of a process. The quality is
improved by analyzing inputs and process variables. An
example of a SIPOC Process Map is provided below.
8. View large image | Read accessible description of image
Figure 1: SIPOC Process Map example
Back to Define Tools
9. Voice of the Customer
The "Voice of the Customer" is a process used to
capture the requirements/feedback from the
customer (internal or external) to provide them
with best-in-class service/product quality. This
process is all about responsiveness and
constantly innovating to capture the changing
requirements of the customers over time.
The "Voice of the Customer" is the term used to
describe the stated and unstated needs or
requirements of the customer. The “Voice of the
Customer” can be captured in a variety of ways:
Direct discussion or interviews, surveys, focus
groups, customer specifications, observation,
warranty data, field reports, complaint logs, etc.
10. This data is used to identify the quality
attributes needed for a supplied component or
material to incorporate in the process or
product. The VOC is critical for an
organization to:
Decide what products and services to offer
Identify critical features and specifications
for those products and services
Decide where to focus improvement efforts
Obtain a baseline measure of customer
satisfaction against which improvement will
be measured
Identify key drivers of customer
11. The following is a list of typical outputs of the
VOC process:
A list of customers and customer
segments
Identification of relevant reactive and
proactive sources of data
Verbal or numerical data that identify
customer needs
Defined Critical-To-Quality requirements
(CTQs)
Specifications for each CTQ requirement
Back to Define Tools
12. Affinity Diagram
An Affinity Diagram (sometimes referred to as
a "KJ", after the initials of the person who
created this technique, Kawakita Jiro) is a
special kind of brainstorming tool. You use an
Affinity Diagram to:
Gather large numbers of ideas, opinions,
or issues and group those items that are
naturally related
Identify, for each grouping, a single
concept that ties the group together
13. View large image |
Read accessible description of image
Figure 2: Affinity Diagram example
14. An Affinity Diagram is especially useful when:
Chaos exists
The team is drowning in a large volume of
ideas
Breakthrough thinking is required
Broad issues or themes must be identified
Building an Affinity Diagram is a creative
rather than a logical process that encourages
participation because everyone's ideas find
their way into the exercise.
Back to Define Tools
15. Kano Model
Developed in the 80's by Professor Noriaki
Kano, the Kano model is based on the
concepts of customer quality and provides a
simple ranking scheme which distinguishes
between essential and differentiating
attributes. The model is a powerful way of
visualizing product characteristics and
stimulating debate within the design team.
Kano also produced a rigorous methodology
for mapping consumer responses into the
model. Product characteristics can be
classified as:
16. Threshold / Basic attributes
Attributes which must be present in order for the
product to be successful, and can be viewed as
a 'price of entry'. However, the customer will
remain neutral towards the product even with
improved execution of these threshold and basic
attributes.
One dimensional attributes (Performance /
Linear)
These characteristics are directly correlated to
customer satisfaction. Increased functionality or
quality of execution will result in increased
customer satisfaction. Conversely, decreased
functionality results in greater dissatisfaction.
Product price is often related to these attributes.
17. Attractive attributes (Exciters / Delighters)
Customers receive great satisfaction from a
feature and are willing to pay a price
premium. However, satisfaction will not
decrease (below neutral) if the product
lacks the feature. These features are often
unexpected by customers and can be
difficult to establish as needs during initial
design. They are sometimes called
unknown or latent needs.
An example of Kano Model is provided below.
18. View large image | Read accessible description of image
Figure 3: Kano Model example
Back to Define Tools
19. Critical-To-Quality (CTQ) tree
The purpose of Critical-To-Quality trees is to convert
customer needs/wants to measurable requirements for the
business to implement.
For example: A retail merchant was receiving a significant
number of complaints regarding their homeowner warranty
policies from their customers. By analyzing customer survey
data and developing the CTQ tree, the business was able to
identify critical-to-satisfaction requirements. These
requirements became the focus for improving customer
satisfaction. The business eliminated mandatory warranty
visits and made all warranty visits optional. Eliminating
mandatory visits satisfied the customers who thought there
were too many visits and adding an extra optional visit
satisfied customers who thought there were too few visits.
Expanding the time frame for scheduling warranty visits from
two weeks to three months eliminated the inconvenience for
customers who had busy schedules and found the time frame
difficult to manage.
20. The business took a general, difficult-to-measure need (to improve
homeowner warranty satisfaction) and developed specific,
measurable, and actionable requirements to drive improvements in
customer satisfaction.
View large image | Read accessible description of image
Figure 4: Critical-to-Quality (CTQ) tree example
Back to Define Tools
Reference
• iSixSigma.com
21. Elements of Measure (DMAIC)
Key Concept
The tools most commonly used in the
Measure phase are:
Prioritization Matrix
Process Cycle Efficiency
Time Value Analysis
Pareto Charts
Control Charts
Run Charts
Failure Modes and Effect Analysis
(FMEA)
22. One of the major benefits of Six Sigma is its demand
for a fact-based and data-driven analytical approach.
Most other improvement methodologies, including
Lean, tend to attempt process improvement without
sufficient data to understand the underlying causes of
the problem. The result is typically many quick-hit
projects with short-lived or disappointing results.
Combining data with knowledge and experience is
what separates true improvement from mere process
tinkering. One of the goals of the Measure phase is to
pin-point the location or source of a problem as
precisely as possible by building a factual
understanding of existing process conditions. That
knowledge helps you narrow the range of potential
causes requiring investigation in the Analyze phase.
An important part of Measure is to establish a baseline
capability level.
23. The tools most commonly used in the Measure
phase are:
Prioritization Matrix
Process Cycle Efficiency
Time Value Analysis
Pareto charts
Control charts
Run Charts
Failure Modes and Effect Analysis (FMEA)
24. The following sections provide a brief description
of the above tools and techniques:
Prioritization Matrix
The Prioritization Matrix provides a way of sorting
a diverse set of items into an order of importance.
It also enables their relative importance to be
identified by deriving a numerical value of the
importance of each item. Thus an item with a
score of 223 is clearly far more important than
one with a score of 23, but is not much more
important than one with a score of 219. Items are
compared, scored against a set of key criteria,
and the scores for each item are then summed.
25. View large image | Read accessible description of image
Figure 5: Prioritization Matrix
Reference
• The Improvement Encyclopedia
Back to Measure Tools
26. Process Cycle Efficiency
A calculation that relates the amount of value-added time
to total cycle time in a process.
Back to Measure Tools
Time Value Analysis
A chart that visually separates value-added from non-
value-added time in a process.
Back to Measure Tools
Pareto Charts
Vilfredo Pareto, a turn-of-the-century Italian economist,
studied the distributions of wealth in different countries,
concluding that a fairly consistent minority – about 20% –
of people controlled the large majority – about 80% – of a
society's wealth. This same distribution has been
observed in other areas and has been termed the Pareto
effect.
27. View large image | Read accessible description of image
Figure 6: Example Pareto Chart
28. The Pareto effect even operates in quality
improvement: 80% of problems usually stem
from 20% of the causes. Pareto charts are
used to display the Pareto principle in action,
arranging data so that the few vital factors
that are causing most of the problems reveal
themselves. Concentrating improvement
efforts on these few issues will have a
greater impact and be more cost-effective
than undirected efforts.
Back to Measure Tools
29. Control Charts
Every process varies. If you write your name
ten times, your signatures will all be similar, but
no two signatures will be exactly alike. There is
an inherent variation, but it varies between
predictable limits. If, as you are signing your
name, someone bumps your elbow, you get an
unusual variation due to what is called a
"special cause". If you are cutting diamonds,
and someone bumps your elbow, the special
cause can be expensive. For many processes,
it is important to notice special causes of
variation as soon as they occur.
30. View large image | Read accessible description of image
Figure 7: Example Control Chart
31. There's also "common cause" variation.
Consider a baseball pitcher. If he has good
control, most of his pitches are going to be
where he wants them. There will be some
variation, but not too much. If he is "wild", his
pitches aren't going where he wants them;
there's more variation. There may not be any
special causes - no wind, no change in the ball -
just more "common cause" variation. The result:
more walks are issued, and there are unintended
pitches over the plate where batters can hit
them. In baseball, control wins ballgames.
Likewise, in most processes, reducing common
cause variation saves money.
32. Happily, there are easy-to-use charts which make it
easy see both special and common cause variation in
a process. They are called control charts, or
sometimes Shewhart charts, after their inventor,
Walter Shewhart, of Bell Labs. There are many
different subspecies of control charts which can be
applied to the different types of process data which
are typically available.
All control charts have three basic components:
A centerline, usually the mathematical average of
all the samples plotted.
Upper and lower statistical control limits that define
the constraints of common cause variations.
Performance data plotted over time.
Back to Measure Tools
33. Run Charts
Run charts (often known as line graphs outside the
quality management field) display process performance
over time. Upward and downward trends, cycles, and
large aberrations may be spotted and investigated
further. In a run chart, events, shown on the y axis, are
graphed against a time period on the x axis. For
example, a run chart in a hospital might plot the
number of patient transfer delays against the time of
day or day of the week. The results might show that
there are more delays at noon than at 3 p.m.
Investigating this phenomenon could unearth potential
improvement needs. Run charts can also be used to
track improvements that have been put into place,
checking to determine their success. Also, an average
line can be added to a run chart to clarify movement of
the data away from the average.
34. View large image | Read accessible description of image
Figure 8: Example Run Chart
Back to Measure Tools
35. Failure Modes and Effect Analysis
(FMEA)
Procedures and tools that help to identify
every possible failure mode of a process or
product, determine its effect on other sub-
items and on the required function of the
product or process. The FMEA is also used
to rank & prioritize the possible causes of
failure as well as develop and implement
preventive actions, with responsible
persons assigned to carry out these
actions.
36. Elements of Analyze (DMAIC)
Key Concept
The tools most commonly used in the Analyze
phase are:
5 Whys Analysis
Brainstorming
Cause and Effect Diagram
Affinity Diagram
Control Charts
Flow Diagrams
Pareto Charts
Regression Analysis
Scatter Plots
37. The Measure phase has identified the
baseline performance of the process. By
stratifying (sequenced in order of ranks or
order) the data in the baseline performance, it
becomes possible to pinpoint the location or
source of problems by building a factual
understanding of existing process conditions
and problems. That helps to focus the
problem statement. In the Analyze phase you
will develop theories of root causes, confirm
the theories with data, and finally identify the
root cause(s) of the problem. The verified
cause(s) will then form the basis for solutions
in the Improve phase.
38. The tools most commonly used in the Analyze
phase are:
5 Whys Analysis
Brainstorming
Cause and Effect Diagram
Affinity Diagrams (covered in the Define phase)
Control Charts (covered in the Measure phase)
Flow Diagram
Pareto Charts (covered in the Measure phase)
Regression Analysis
Scatter Plots
39. 5 Whys Analysis
Key Concept
Benefits of the 5 Whys:
It helps to quickly identify the root cause
of a problem
It helps determine the relationship
between different root causes of a
problem
It can be learned quickly and doesn't
require statistical anaysis to be used
40. 5 Whys Analysis is a problem solving technique
that allows you to get at the root cause of a
problem fairly quickly. It was made popular as part
of the Toyota Production System (1970’s).
Application of the strategy involves taking any
problem and asking "Why - what caused this
problem?"
By repeatedly asking the question "Why" (five is a
good rule), it is possible to peel away the layers of
symptoms to identify the root cause of a problem.
Very often the first reason for a problem will lead
you to another question and then to another.
Although this technique is called "5 Whys," you
may find that you will need to ask the question
fewer or more times than five before you find the
issue related to a problem.
41. An example of a five Why Analysis . . . The "wheel"
example.
1. Why is our largest customer unhappy? Because
our deliveries of bicycles have been late for the
last month.
2. Why have our bicycle deliveries been late for the
last month? Because production has been behind
schedule.
3. Why has production been behind schedule?
Because there is a shortage of wheels.
4. Why are we having a shortage of wheels?
Because incoming inspection has rejected a large
number of wheels for not being round.
5. Why are we rejecting so many parts? Because
purchasing switched to a cheaper wheel supplier
that has inconsistent quality.
Back to Analyze Tools
42. Brainstorming
Brainstorming is simply listing all ideas put forth by a
group in response to a given problem or question. In
1939, a team led by advertising executive Alex Osborn
coined the term "brainstorm." According to Osborn,
"Brainstorm means using the brain to storm a creative
problem and to do so "in commando fashion, each
stormer audaciously attacking the same objective."
Creativity is encouraged by not allowing ideas to be
evaluated or discussed until everyone has run dry.
Any and all ideas are considered legitimate and often
the most far-fetched are the most fertile. Structured
brainstorming produces numerous creative ideas
about any given "central question". Done right, it taps
the human brain's capacity for lateral thinking and free
association.
43. Brainstorms help answer specific questions such as:
What opportunities face us this year?
What factors are constraining performance
in Department X?
What could be causing problem Y?
What can we do to solve problem Z?
However, a brainstorm cannot help you
positively identify causes of problems, rank
ideas in a meaningful order, select important
ideas, or check solutions.
Back to Analyze Tools
44. Cause and Effect (C&E) Diagram
The Cause & Effect diagram is the brainchild of
Kaoru Ishikawa, who pioneered quality
management processes in the Kawasaki
shipyards, and in the process became one of the
founding fathers of modern management. The
C&E diagram is used to explore all the potential
or real causes (or inputs) that result in a single
effect (or output). Causes are arranged
according to their level of importance or detail,
resulting in a depiction of relationships and
hierarchy of events. This can help you search for
root causes, identify areas where there may be
problems, and compare the relative importance
of different causes.
45. Causes in a C&E diagram are frequently
arranged into four major categories. While
these categories can be anything, you will
often see:
Manpower, methods, materials, and
machinery (recommended for
manufacturing)
Equipment, policies, procedures, and
people (recommended for
administration and service)
46. These guidelines can be helpful but should
not be used if they limit the diagram or are
inappropriate. The categories you use
should suit your needs. Often we can create
the branches of the cause and effect tree
from the titles of the affinity sets in a
preceding affinity diagram.
The C&E diagram is also known as the
fishbone diagram because it is drawn to
resemble the skeleton of a fish, with the
main causal categories drawn as "bones"
attached to the spine of the fish.
47. View large image | Read accessible description of image
Figure 9: Example C&E diagram
Back to Analyze Tools
Affinity Diagram (covered in the Define phase)
Control Charts (covered in the Measure phase)
Back to Analyze Tools
48. Flow Diagrams
Flowcharts are maps or graphical representations of a
process. Steps in a process are shown with symbolic
shapes, and the flow of the process is indicated with arrows
connecting the symbols. Computer programmers
popularized flowcharts in the 1960's, using them to map the
logic of programs. In quality improvement work, flowcharts
are particularly useful for displaying how a process
currently functions or could ideally function. Flowcharts can
help you see whether the steps of a process are logical,
uncover problems or miscommunications, define the
boundaries of a process, and develop a common base of
knowledge about a process. Flowcharting a process often
brings to light redundancies, delays, dead ends, and
indirect paths that would otherwise remain unnoticed or
ignored. But flowcharts don't work if they aren't accurate, if
team members are afraid to describe what actually
happens, or if the team is too far removed from the actual
workings of the process.
49. There are many varieties of flowcharts and
scores of symbols that you can use.
Experience has shown that there are three
main types that work for almost all situations:
High-level flowcharts map only the major
steps in a process and provide a good
overview:
Figure 10: High-level flow diagram example
50. Detailed flowcharts show a step-by-step
mapping of all events and decisions in a
process:
Figure 11: Detailed flow diagram example
Back to Analyze Tools
Pareto Charts (covered in the Measure phase)
51. Regression Analysis
Regression analysis is a statistical forecasting
model that describes and evaluates the
relationship between a given variable, usually
called the dependent variable, and one or
more other variables, usually known as the
independent variables.
Regression analysis models are used to help
us predict the value of one variable compared
to one or more other variables whose values
can be predetermined.
Back to Analyze Tools
52. Scatter Plots
Scatter Plots (also called scatter diagrams) are used to
investigate the possible relationship between two variables that
both relate to the same "event." A straight line of best fit, using
the least squares method, is often included.
View large image | Read accessible description of image
Figure 13: Scatter plot example
53. Reference: Scatter Plot example - Beta Test Correlation with SAT
Things to look for in a scatter plot:
If the points cluster in a band running from lower left to upper
right, there is a positive correlation (if x increases, y increases).
If the points cluster in a band from upper left to lower right,
there is a negative correlation (if x increases, y decreases).
Imagine drawing a straight line or curve through the data so
that it "fits" as well as possible. The more the points cluster
closely around the imaginary line of best fit, the stronger the
relationship that exists between the two variables.
If it is hard to see where you would draw a line, and if the
points show no significant clustering, there is probably no
correlation.
Back to Analyze Tools
54. Elements of Improve (DMAIC)
Key Concept
The tools most commonly used in the Improve
phase are:
Brainstorming
Follow charting
FMEA
Stakeholder Analysis
Setup Reduction
Queuing Methods for Reducing Congestion and
Delays
5S's Method
Kaizen
55. The sole purpose of the Improve phase is to
demonstrate, with fact and data, that your
solutions solve the problem. Your
organization will make changes in a process
that will eliminate the defects, waste, and
unnecessary costs that are linked to the
customer need identified during the Define
phase. Tools and strategies you will find for
the Improve phase will include solution
matrices that link brainstormed solution
alternatives to customer needs and the
project purpose, and methods for
implementing desired solutions.
56. The tools most commonly used in the Improve
phase are:
Brainstorming (covered in the Analyze phase)
Flow Charting (covered in the Analyze phase)
FMEA (covered in the Measure phase)
Stakeholder Analysis (covered in the Define
phase)
Setup Reduction
Queuing Methods for Reducing Congestion
and Delays
5S’s Method
Kaizen
57. Setup Reduction
Key Concept
Benefits of Setup Reduction:
Reduce lead time, resulting in improved
delivery
Improve documentation of setup
processes, leading to improved
processes
Decreased inventory and costs, while
increasing capacity
58. Setup reduction is the process of reducing
changeover time (i.e., from the last good
piece of the previous run to the first good
piece of the next run). Since setup activities
add no marketable form, fit, or function to the
product, they are by definition non-value
adding. The tool for tackling setup time is the
Four-Step Rapid Setup method. The principle
of this method is to eliminate anything that
interrupts or hinders productivity. The
following steps provide a high level
description of the Four-Step Rapid Setup
method:
59. Step # 1 – Identify and tabulate any process-related
activity that fits into one or more of the following
categories:
Activity that delays the start of value-added work
Activity that causes interruptions to value-added
work
Activity where it is similar or identical to another
task in the process
Step #2 – See if any of the interruptive/delaying
tasks can be offloaded: Our focus here is to move
preparatory work outside of the main process flow so
that information or material ends up waiting for you,
not the other way around. The goal is to quickly
complete value-added work without any non-value-
added activity.
60. Step # 3 - Streamline or automate any
interruptive/delaying tasks that cannot be offloaded.
Step # 4 – Bring the process under statistical control:
The setup is not complete until the output of the
process is “within specification” and under statistical
control, meaning the amount of variation in lead time
is within predictable limits of +/- 3 sigma.
Back to Improve Tools
Queuing Methods for Reducing Congestion and
Delays
Often congestion occurs because of variation in
demand, much like travel congestion and delays that
we all witness during the holiday season. Once
identified, there are two principal techniques for
reducing congestion that arises from variation in the
demand for service.
61. Pooling: Cross training staff to step in
during times of peak loads. One hotel
chain, for example, trains office and other
staff to help out with registration during
unexpected and predictable peak times.
Triaging: Sorting jobs into categories that
reflect different levels of effort required.
Typical schemes include: fast service
times versus slow service times; routine
problems versus catastrophic problems.
Once Triaging categories have been
identified, you then develop different
strategies to deal with each category.
Back to Improve Tools
62. 5S’s Method
Key Concept
Benefits of the 5 Ss Method
Improve safety and communication
Reduce space requirements
Increase compliance with processes and
procedures
Boost morale by creating a pleasant
workplace
Reduce time wasted looking for tools and
equipment
63. 5 S’s method/visual is the process of creating
workplace cleanliness and organization
including visual signals. The 5-S process
includes five steps:
Sort: Organize and separate needed from
unneeded
Straighten: Arrange and identify for ease
of use
Shine: Clean and look for ways to keep it
clean
Standardize: Maintain and monitor the first
3 S’s
Sustain: Discipline, stick to the rules and
maintain motivation
64. By eliminating the unnecessary,
establishing a place for what remains,
and cleaning up remaining equipment,
tools, and storage devices, clutter is
reduced and needed items are readily
found. Visual management involves the
use of visual cues (e.g. road traffic signs
and signals) to assure things happen
and improve documentation.
Back to Improve Tools
65. Kaizen
Kaizen is often translated in the West as
ongoing, continuous improvement. Some
authors explain Japan's competitive success
in the world market place as the result of the
implementation of the Kaizen concept in
Japanese corporations. In contrast to the
usual emphasis on revolutionary, innovative
change on an occasional basis, Kaizen looks
for uninterrupted, ongoing incremental
change. In other words, there is always room
for improvement and continuously trying to
become better.
66. In practice, Kaizen can be implemented in
corporations by improving every aspect of a
business process in a step-by-step approach,
while gradually developing employee skills
through training and increased involvement.
Principles in Kaizen implementation are:
1. Human resources are the most important
company asset.
2. Processes must evolve by gradual
improvement rather than radical changes.
3. Improvement must be based on
statistical/quantitative evaluation of process
performance.
Back to Improve Tools
67. Elements of Control (DMAIC)
Key Concept
The tools most commonly used in the
Control phase are:
Control
Charts
Flow
Diagra
ms
Charts
to
68. During the Improve phase, the solution is piloted,
and plans are made for full scale implementation.
Putting a solution in place can fix a problem for
the moment, but the activities in the Control
phase are designed to insure that the problem
does not reoccur and that the new processes can
be further improved over time.
The tools most commonly used in Control phase
are:
Control Charts (covered in the Measure phase)
Flow Diagrams (covered in the Analyze phase)
Charts to compare before and after such as
Pareto Charts (covered in the Measure phase)
Quality Control Process Chart
Standardization
69. Quality Control Process Chart
Did You Know?
History of PDCA:
The PDCA cycle is also known by two other names, the
Shewhart cycle and the Deming cycle.
Walter A. Shewhart first discussed the concept of PDCA
in his 1939 book, Statistical Method From the Viewpoint
of Quality Control. Shewhart said the cycle draws its
structure from the notion that constant evaluation of
management practices, as well as the willingness of
management to adopt and disregard unsupported ideas,
is key to the evolution of a successful enterprise.
Deming is credited with encouraging the Japanese in the
1950s to adopt PDCA. The Japanese eagerly embraced
PDCA and other quality concepts, and to honor Deming
for his instruction, they refer to the PDCA cycle as the
Deming cycle.
70. A Quality Control (QC) Process Chart is a tool that helps
you document Plan-Do-Check-Act (PDCA) activities for the
process. The Plan-Do-Check-Act (PDCA) cycle is a well-
known model for CPI. It teaches organizations to plan an
action, do it, check to see how it conforms to the plan and
act on what has been learned.
The PDCA cycle is made up of four steps for improvement
or change:
Plan: Recognize an opportunity, and plan the change.
Do: Test the change.
Check: Review the test, analyze the results and identify
key learning points.
Act: Take action based on what you learned in the check
step.
If the change was successful, incorporate the learning
from the test into wider changes. If not, go through the
cycle again with a different plan.
Back to Control Tools
71. Standardization
Standardization enables high quality production of goods
and services on a reliable, predictable, and sustainable
basis. Standardization is making sure that important
elements of a process are performed consistently in the
most effective manner. Changes are made only when
data shows that a new alternative is better. Use of
standard practices will:
Reduce variation among individuals or groups and
make process output more predictable
Provide “know-why” for operators and managers now
on the job
Provide a basis for training new people
Provide a trail for tracing problems
Provide a means to capture and retain knowledge
Give direction in the case of unusual conditions
Back to Control Tools
72. Process Simulation and Modeling
Process Simulation
One of the greatest complaints we hear from senior
managers is “projects are successfully completed, but I’m
not seeing a significant change to the bottom line.” That’s
because in the Define stage of DMAIC, Six Sigma
experts don’t have enough information to quantify the
benefits. They are predicting a bottom line financial
benefit without truly understanding how the process
behaves, let alone how it would behave after the change.
Without seeing the big picture you may complete a
successful Six Sigma project and see no impact in
dollars for your organization. There is a better way. With
Process Modeling you create a simple simulated model
of the process. You will visually see which projects will
affect the total output and which will sub-optimize the
system.
73. Key advantages of integrating Six Sigma phases (DMAIC)
with Process Modeling are provided below:
Overall interdependencies in processes - The
standard Six Sigma toolbox has no way of showing
the interdependencies between one area of the
process and another. In complex change initiatives
where there are interdependencies between
processes, when incidents happen that cause delays,
bottlenecks, variability etc., if you can’t show the
interdependencies, understanding the system and
resolving issues is very difficult. If you can’t
understand the system and pinpoint the waste and
bottlenecks, changing the system could be risky and
typically does not provide the desired results. A
simulated model shows those interdependencies,
which allows you to uncover changes that will affect
the overall system.
74. Risk free experimentation - It is proven that real-time
experiments are costly and can have an enormous
negative impact on the system. If you are experimenting
with a simulated model of the system, the only cost is
setting up the experiment and reviewing the results. There
are no negative impacts to system output or to the morale
of the workforce in trying new process experiments. You
can change the parameters, run various scenarios and if
the desired outcome is not achieved, you can pinpoint the
root causes, all the while gathering more information about
system behavior – without any disruption to the real
system.
Reduced experimentation time - You can run hundreds
of experiments a day rather than hundreds of days per
experiment. Many processes have a cycle time of weeks or
even months. Running enough replications of an
experiment to validate the results can be overwhelming.
With a simulated model, you can run as many computer
simulations as you want and develop plans based upon the
review of results.
75. Impact of change on the existing process -
Processes that achieve the goal of Six Sigma (or a
high sigma level) fall out of spec if the volumes
change. For example a 50% change to incoming
calls to a call center may cripple a customer-
oriented sales process. Planning for change in
your system by using a simulated model to
understand the effects of volume change, product
stream substitution, staffing policy or other
changes can significantly reduce project risks and
the associated costs.
Process Modeling
For details on Process Modeling please refer to "Work
process documentation guide."
76. Difference between DMAIC and Design For Six
Sigma (DFSS)
One of the most confusing issues associated with
the phrase "I'm using Six Sigma" has to do with what
methodology is actually being used. A majority of the
time its the DMAIC methodology, because use of
existing processes is causing resources to be
wasted (hence the big savings you've heard about at
GE, Honeywell and others over the past years). The
remaining minority of Six Sigma practitioners are
using the Design For Six Sigma (DFSS) approach to
design a new product for Six Sigma quality. For
details on the DFSS, refer to "Transform Your
Organization Into One That’s World Class" by
Maurice L. Berryman, Berryman & Associates