This document provides an overview of Six Sigma DMAIC methodology and tools. It defines DMAIC as Define, Measure, Analyze, Improve, and Control - a process for continuous improvement that is systematic, scientific, and fact-based. An index lists tools for each DMAIC phase, including project charters, process mapping, stakeholder analysis, measurement systems analysis, statistical analysis, solution selection matrices, control plans, and more. The purpose is to guide teams through the DMAIC workflow and problem solving process.

1. Six Sigma Tools
SIX SIGMA
DMAIC Methodology & Tools
DESIGNED & CREATED
By Rosa Conti
OCTOBER 2008

2. Definition: DMAIC
DMAIC = Define, Measure, Analyze, Improve & Control
It is: A process for continuous improvement
Systematic
Scientific
Fact based
This closed‐loop process eliminates unproductive steps,
often focuses on new measurements and applies technology for improvement.

3. Index of DMAIC Tools
Define Measure
Project Charter Input, Process & Output Indicators
SIPOC / Stakeholder Analysis Data Collection Plan
As‐Is Process Map Baseline Performance of CCR Control Chart
QVA – Qualitative (Value‐Added) Analysis Baseline Sigma Calculation
VOC/VOB to CCR Translation Measurement System Analysis: Gage R & R
Analyze Improve
Process Stratification – Using Pareto Analysis Brainstorming Techniques
Potential Root Causes (Fishbone) Solution Selection Matrix
Sampling of Statistical Tests To‐Be ‘Improved’ Process Map
The 5S’s (LEAN DMAIC Tool) FMEA / Risks for Improved Process
Activity Schedule Worksheet
Drivers & Barriers
Control
Process Control System
Baseline & Improved Performance of CCR (Control Chart)
Improved Sigma Calculation
Financial Impact
Multi‐Generation Plan

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TOLLGATE PURPOSE
Define Measure Analyze Improve Control
• To develop a team charter.
• To define the customer(s) and their requirement(s).
• To map the business process to be improved.

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Define – Project Charter
Business Case Opportunity Statement
• Why is this project worth doing? • What is the impact “pain” on our customers?
• Why is it important to do now? • What is the impact of the problem on our business?
• What are the consequences of not doing this project? • What is the impact of the problem on our employees?
• What is wrong, not working & not meeting the customer’s needs? • If we fix the “pain,” what do we stand to gain?
• How extensive is the problem? • What is the ball park potential value of this project?
• What & where do the problems occur?
Goal Statement Scope
• What is to be accomplished? • What is the process START & END points?
• What specific parameters will be measured? • What components of the business are included?
• What will be the tangible, “hard” deliverables/results? • What components of the business are not included?
• What will be the intangible, “soft” deliverables/results? • What (if any) is outside the project boundaries?
• What will be the timeline for delivery of results? • What constraints must the team work under?
• What is the operational definition of the output (“Y”) & the defect?
Project Plan / Timeline Team Members
This area identifies the key milestones (Tollgates) in the project: Assigning responsibilities and roles mitigates the possibility of
misunderstanding or miscommunication.
Milestones Planned Dates Actual Dates
Define xx‐xx‐xx xx‐xx‐xx Name Role Department
Measure xx‐xx‐xx xx‐xx‐xx GB/BB
Analyze xx‐xx‐xx xx‐xx‐xx Champion/Sponsor
Improve xx‐xx‐xx xx‐xx‐xx Master Black Belt
Control xx‐xx‐xx xx‐xx‐xx Finance Rep
SME

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Define – Project Charter
Business Case Opportunity Statement
• Why is this project worth doing? • What is the impact “pain” on our customers?
• Why is it important to do now? The Goal should be SMART:
• What is the impact of the problem on our business?
• What are the consequences of not doing this project? • What is the impact of the problem on our employees?
• What is wrong, not working & not meeting the customer’s needs? Specific
• If we fix the “pain,” what do we stand to gain?
• How extensive is the problem? Measurable
• What is the ball park potential value of this project?
• What & where do the problems occur?
Attainable
Goal Statement Scope
Relevant
• What is to be accomplished? • What is the process START & END points?
Time bound
• What specific parameters will be measured? • What components of the business is included?
• What will be the tangible, “hard” deliverables/results? • What components of the business is not included?
• What will be the intangible, “soft” deliverables/results? • What (if any) is outside the project boundaries?
• What will be the timeline for delivery of results? • What constraints must the team work under?
• What is the operational definition of the output (“Y”) & the defect?
Project Plan / Timeline Team Members
This area identifies the key milestones Tollgates in the project: Assigning responsibilities and roles mitigates the possibility of
misunderstanding or miscommunication.
Milestones Dates__
Define xx‐xx‐xx Name Role Business Representing
Measure xx‐xx‐xx GB/BB
Analyze xx‐xx‐xx Champion
Improve xx‐xx‐xx Black Belt
Control xx‐xx‐xx SME
SME

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Define – SIPOC / Stakeholder Analysis
START Boundary END Boundary
Where the process begins (start of Scope) Where the process ends (stop of Scope)
Suppliers Inputs Outputs Customers
Who supplies the Raw materials, Documents, Who receives these
Inputs? information, information, Outputs?
specifications,
SOPs, etc. Process parts, phone
calls, products, Classify as ‘Internal’
completed or ‘External’
services, etc. customer
Step 1 Step 2 Step 3 Step 4 Step 5
High‐Level steps of the process

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Define – As Is Process Map
Also known as a Functional Deployment Map (FDM)
High Level
Function 1 Function 2 Function 3 Function 4 Function 5
Process Steps
Start Action 1.1
Action 1.2
Step 1
Action 1.5
Action 1.3
No
Action 1.4 Y/N
Yes
Step 2 Action 2.1 Action 2.2
Step 3 END
• Displays the steps depicted in a process, in sequential order
• Shows where each step is performed
• Shows who is involved

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Define – Qualitative Value‐Added Analysis (QVA)
Name of Process
Customer Operational
Value‐Added Value‐Added Non‐Value‐Added
You want to Maximize/Leverage You want to Minimize You want to Eliminate
• Customer recognizes the value • Required to sustain the ability to • Customer does not recognize the
• Customer will pay for it perform Customer Value‐Added value
• Changes the product or service towards activities • Customer will not pay for it
something the customer expects • Required by contract or other laws & • Does not change the product/service
• Transforms the product/service closer to regulations towards something the customer
completion • Required for health, safety, expects (wait steps,, inspection, moves)
• Done right the first time environmental or personnel • Rework: not doing something right
Activity development reasons the first time
Task 1
Task 2
Task 3
Task 4
Task 5
• QVA is a tool to analyze the process to identify what is important to the customer
• Distinguishes between Customer V‐Adds, Operational V‐Adds & Non Value‐Added Steps
• Identifies opportunities to improve the process flow with Quick Wins
• Creates a communication vehicle

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Define – Qualitative Value‐Added Analysis (QVA)
Name of Process
Customer Operational
Value‐Added Value‐Added Non‐Value‐Added
You want to Maximize/Leverage You want to Minimize You want to Eliminate
• Customer recognizes the value • Required to sustain the ability to • Customer does not recognize the
• Customer will pay for it perform Customer Value‐Added value
• Changes the product or service towards activities • Customer will not pay for it
something the customer expects • Required by contract or other laws & • Does not change the product/service
QUICK WIN
• Transforms the product/service closer to
process changes should be:
regulations towards something the customer
completion • Required for health, safety, expects (wait steps,, inspection, moves)
Easy to implement
environmental or personnel • Rework: not doing something right
• Done right the first time
Activity Fast to implement
development reasons the first time
Task 1 Cheap to implement
Within your span of control
Task 2
Reversible
Task 3
Task 4
Task 5
• QVA is a tool to analyze the process to identify what is important to the customer
• Distinguishes between Customer V‐Adds, Operational V‐Adds & Non Value‐Added Steps
• Identifies opportunities to improve the process flow with Quick Wins
• Creates a communication vehicle

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Define – VOC/VOB to CCR Translation
This tool translates the
SOURCES FOR ACQUIRING VOICE OF THE CUSTOMER/BUSINESS (VOC/VOB) VOC/VOB into specific
Internal & External Data Listening Post Research Methods measurable requirements
•Existing Company Info • Complaints • Interviews known as
• Industry Experts • Customer Service Reps • Focus Groups
CCRs (Critical Customer
Requirements)
• Secondary Data • Sales Reps • Surveys
• Competitors • Internal Departments • Observations
HOW TO TRANSLATE VOC/VOB to CCRs
VOICE OF THE Key Customer Issue CCR
CUSTOMER/BUSINESS
WHAT: Actual customer statements WHAT: Statement describes the primary WHAT: The specific, precise and measurable
and comments which reflect their issue a customer may have with the expectation which a customer has regarding a
perception product or service product or service
HOW: Form a single statement that HOW: Probe and clarify what the HOW: Restate the issue or concern in
best represents the VOC/VOB customer is really trying to convey measurable terms. This is not a solution but a
measure of what the customer wants
“I’m always on hold or end up Wants to talk to the right person quickly Customer reaches the correct person the first
talking to the wrong person.” time within 30 seconds
“This software package doesn’t do The software does what the vendor said it Every design feature promised is built into the
squat.” would do package. The software is fully operational on the
customer’s existing system.
The Voice of the Customer/Business
tells us what is important, their needs/wants,
how we are doing against these measures and how/where we can improve

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TOLLGATE PURPOSE
Define Measure Analyze Improve Control
• To set operational definitions for all data that are collected.
• To measure and understand baseline performance of the current process.

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Measure – Input, Process & Output Indicators
Illustrates the relationship between the team’s Input & Process Indicators to the Output Indicators.
INPUT / PROCESS # of open # of open # of forecasted •# of MRP action
purchase orders production customer orders messages (Order,
OUTPUT orders by month Cancel, Expedite,
Defer, etc.)
Finished Goods / WIP / Raw
Material On Hand Inventory
Finished Goods Production
Schedule
Open Customer Orders
WIP / Raw Material On Order
Inventory
TOTAL SCORE 20 16 30 16
INPUT INDICATORS – Measures that evaluate the degree to which
the inputs to a process (provided by suppliers) are consistent with
what the process needs to efficiently and effectively convert into
Strong Relationship (9) customer‐satisfying outputs.
Medium Relationship (3) PROCESS INDICATORS – Measures that evaluate the
effectiveness, efficiency and quality of the transformation
processes – the steps and activities used to convert inputs into
Weak Relationship (1) customer‐satisfying outputs.
Blank No Relationship (0)

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Measure – Input, Process & Output Indicators
Illustrates the relationship between the team’s Input & Process Indicators to the Output Indicators.
INPUT / PROCESS # of open # of open # of forecasted •# of MRP action
purchase orders production customer orders messages (Order,
OUTPUT orders by month Cancel, Expedite,
Defer, etc.)
Finished Goods / WIP / Raw
Material On Hand Inventory
Finished Goods Production
Schedule
Open Customer Orders
WIP / Raw Material On Order
Inventory
TOTAL SCORE 20 16 30 16
OUTPUT INDICATORS – Measures that evaluate dimensions
Strong Relationship (9)
of the output – may focus on the performance of the business as well
as that associated with the delivery of services and products
Medium Relationship (3) to customers.
Weak Relationship (1)
Blank No Relationship (0)

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Measure – Data Collection Plan
Sample Data Collection Plan for Loan Application Process
Output Operational Data Source Sample Who Will When Will How Will the Stratification
Indicator / Definition and Location Size Collect the the Data be Data be Factors: Other Data
Performance Data? Collected? Collected? that should be
Measure collected
Loan START: Loan Rep 289 Team Loan During the 1st Randomly • Type of Loan
processing Incoming fax center in Processing week of the selected from • Amount of Loan
cycle time of loan Tampa, FL Clerk(s) next month the prior month • Dealer
a loan application • Type of
fax Application
date/time
stamp • Decision Method
STOP:
Outgoing
decision
letter fax
date/time Stratification factors
stamp can give you clues
about causal factors!

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Measure – Baseline Performance of CCR Control Chart
Common Cause
is what you are
Special Cause
trying to minimize
20
Variation UCL
Upper Control Limit
Common Cause
OUTPUT INDICATOR VALUES
15 Variation
10
X
5 Mean
0
-5 LCL
TIME / SEQUENCE Lower Control Limit
CONTROL CHARTS
• Help manage/monitor variation; provide easy‐to‐understand visual indicator of process performance
• Requires 3 lines: Solid middle line represents the mean, and the UCL and LCL lines are set at +/‐ 3 standard deviations
• The purpose of this chart is to:
A. Help understand the type of variation; common cause or special cause?
B. Minimize the times you think there is a problem but there is not, as well as the times there IS a problem and you are unaware of it
C. Create an analysis and communication vehicle

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Measure – Baseline Performance of CCR Control Chart
Common Cause
is what you are
Special Cause
trying to minimize
20
Variation UCL
Upper Control Limit
Common Cause
OUTPUT INDICATOR VALUES
15 Variation
10
X
5 Mean
0
-5 LCL
TIME / SEQUENCE Lower Control Limit
Just because a process is stable, or in statistical
control, does not mean that its results are
satisfactory. A process may be very consistent,
CONTROL CHARTS day in and day out but producing items that are
• Help manage/monitor variation; provide easy‐to‐understand visual indicator of process performance
nowhere near specification limits. There may
• Requires 3 lines: Solid middle line represents the mean, and the UCL and LCL lines are set at +/‐ 3 standard deviations
be opportunity to reduce the MEAN & the
• The purpose of this chart is to: Variation.
A. Help understand the type of variation; common cause or special cause?
B. Minimize the times you think there is a problem but there is not, as well as the times there IS a problem and you are unaware of it
C. Create an analysis and communication vehicle

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Measure – Baseline Performance of CCR Control Chart
Common Cause
is what you are
Special Cause
trying to minimize
20
Variation UCL
Upper Control Limit
Common Cause
OUTPUT INDICATOR VALUES
15 Variation
10
X
5 Mean
SPECIAL CAUSE variation is not part of
the overall system & is often called an
0 Assignable Cause – which comes from
COMMON CAUSE variation is due to influences such as a person, machine,
the design of the business process & all procedure or external event.
-5 LCL
factors that collectively influence
TIME / SEQUENCE Lower Control Limit
the process results or the way the
process is managed.
CONTROL CHARTS
• Help manage/monitor variation; provide easy‐to‐understand visual indicator of process performance
• Requires 3 lines: Solid middle line represents the mean, and the UCL and LCL lines are set at +/‐ 3 standard deviations
• The purpose of this chart is to:
A. Help understand the type of variation; common cause or special cause?
B. Minimize the times you think there is a problem but there is not, as well as the times there IS a problem and you are unaware of it
C. Create an analysis and communication vehicle

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Measure – Baseline Sigma Calculation
What is DPMO? Used with DISCRETE Data Z‐Score Used with CONTINUOUS Data
DPMO: Defects Per Million Opportunities Z‐SCORE: A measure of the distance in standard deviations
of a sample from the mean.
It is the average number of defects per unit observed
during an average production run … divided by the number
of opportunities to make a defect on the product under Credit Card Application Processing Time
study during that run … normalized to one million. X
CCR Z10 = x—x
s
The equation is: D Z10 = 10—6.8
X 1M s =1.2 minutes 1.2
N x O
Z10 = 2.67
D = total number of defects counted in the
sample; a defect defined as failure to meet a CCR
0 6.8 minutes 10 minutes
N = number of units of products or service
O = number of opportunities per unit of product
Cumulative Probability of Yield
or service for a customer defect to occur
M = million
Sigma is the measure of variability.
The less variability, the higher the Sigma.

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Measure – Measurement System Analysis: Gage R & R
Gage R & R is a method to identify the Measurement Error caused by measurement systems.
GAGE REPEATABILITY GAGE REPRODUCIBILTY
Repeated examination Repeated examination
by the same individual, by others,
using the same gage (measurement using the same gage and same parts, that
system), and same parts. compares results against an expert’s results.
Since the part does not change, any Since the part does not change, any change
change in the measurements must be due in the measurements must be due to
to changes in the measurement system. changes in the people.
• Gage R&Rs can prevent measurement errors prior to conducting process capability study, control chart and product inspection.
• Can be used to verify the measurement capability of new measurement tools.
• Can be used to compare gage accuracy and measurement capability of different types of measurement tools.
• Can be used to verify gage feasibility.
• Gives basic information to analyze process capability and to investigate process variation.

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TOLLGATE PURPOSE
Define Measure Analyze Improve Control
• To analyze the data and the process to determine root causes and
opportunities for improvement.
• To finalize all problem statements through root cause validation.

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Analyze – Process Stratification: Using Pareto Analysis
Customer Complaints
60.0 Shipping is 85% 100.0%
of all Customer Complaints 90.0%
50.0
50.0
Number of Complaints
80.0%
70.0%
40.0
Cumulative %
60.0%
30.0
30.0 50.0%
20.0 40.0%
20.0
30.0%
10.0 10.0 20.0%
10.0 Shipping Complaints
10.0%
60 100.0%
0.0 0.0%
90.0%
Shipping Installation Delivery Clerical Misc. 50
80.0%
Number of Complaints
A Pareto 40
70.0%
Cumulative %
Stratification 60.0%
30 Crushed shipments 50.0%
further drills 25
is 45% the reason for 40.0%
down to identify 20 Shipping Complaints 30.0%
the causes of 10
20.0%
SHIPPING complaints 10
5 5 5
10.0%
0 0.0%
Crushed Wrong Quantity Moisture Misc.
PARETO CHARTS:
• 80/20 Rule: Approximately 20% of the causes are producing 80% of the defects
• Identifies key problem areas
• Validate cause and effect results
• Help to determine a Focused Problem Statement

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Analyze – Process Stratification: Using Pareto Analysis
Customer Complaints
60.0 Shipping is 85% 100.0%
of all Customer Complaints 90.0%
50.0
50.0
Number of Complaints
80.0%
70.0%
40.0
Cumulative %
60.0%
30.0
30.0 50.0%
20.0 40.0%
20.0
30.0%
10.0 10.0 20.0%
10.0 Shipping Complaints
10.0%
60 100.0%
0.0 0.0%
90.0%
Shipping Installation Delivery Clerical Misc. 50
80.0%
Number of Complaints
70.0%
40
Cumulative %
60.0%
30 Crushed shipments 50.0%
25
is 45% the reason for 40.0%
20 Shipping Complaints
Focused Problem Statement can now be: 10
30.0%
20.0%
10
5 5 5
10.0%
“Shipping complaints make up 85% of all 0
Crushed Wrong Quantity Moisture Misc.
0.0%
customer complaints.
Crushed shipments are approximately
45% of the reason for all Shipping complaints.”

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Analyze – Potential Root Causes (Fishbone)
2
Humidity causes stacked No A/C 1 Identify the
Materials / Equipment Environment boxes to fall over
Electrical problem
Roof was
worked on
Too hot Focused Problem
TEMPERATURE
EMPLOYEES
DON’T
WEAR
EQUIPMENT
SHUTS DOWN
EMPLOYEES
DUST
SLIPS / FALLS
Statement that asks
Not sweeping Old Inventory Maintenance X
SAFETY
GLASSES
Uncomfortable Uncomfortable
DON’T WEAR
SAFETY SHOES
enough Sitting around
Floors were
get to it in time
Walkways freeze
“Why do we have
just swept
Improper position
use of body EXCESSIVE
Dock Metal Plate Freezes = Icy
Roof Leaking
this problem?”
IMPROPER EXTENSION CORDS H20 Cooler Leaking
EQUIPMENT & WIRES IN
CONFERENCE ROOMS Walkways & Aisles not labeled
Budget Limited
Lack of
Constraints outlets in CRs Wet Surfaces
Knowledge
Too many Cost to Improve Excess Inventory
peripherals
BATTERY / OIL FLUID
DISCHARGE FROM
FORK TRUCKS
POOR LIGHTING
Aisles too narrow
Consolidation
2 Determine major categories
Trucks
Battery Chargers In a rush
not charged
Energy Efficient
Lighting
Placement – process moved
& not under lights anymore
Blocked
of Facilities
Not enough WHS space
(causes) of the effect
burns Not labeled Aisleways
out
EMPLOYEES
1 Why are people
getting hurt? Generic Categories are:
IMPROPER
DO NOT
FOLLOW
LIFTING
REP MOVEMENTS
• People
Product LIFT
SAFETY
RULES
Lack of
Training
Dimensions TYPE,
BEND
• Measurements
Overpack Bigger
Temps
design made
3 Knowledge
TWIST
PULL
• Methods
Not equipment
People
are tired
paying
attention Too large
Boxes
of
Stretch
Inefficient
Process • Machines
or too heavy Breaks
Lack of
Consolidated
Job • Material
Reqs
Apathy EEs not
Knowledge Taking
shortcuts
Stacking
too high • Environment
Trained Inventory
Ergonomically Stacked
Tired / Weights
Employees End of Month not listed Reaching
not paying Revenue On boxes Product Store for parts
attention Activity Vendors FSM
(Overtime)
to what
they’re doing
Closer
3 Keep asking WHY to
People Process Maximum use
of space
identify potential
root causes, at least
FISHBONE DIAGRAM:
3 to 5 times
• Is also called an Ishikawa Diagram, and Cause & Effect Diagram
• Assists in reaching a common understanding of a problem and its potential root causes/drivers
• Links sub‐causes to a single root cause

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Analyze – Sampling of Statistical Tests
The type of data on hand determines which Statistical Tool / Graph should be used.
Discrete Continuous
t test
Discrete Chi‐Square ANOVA
DOE
Scatter Diagram
Logistic
Continuous Correlation
Regression
Regression
REMINDER:
DISCRETE: Categories / Buckets – (colors, male/female, defect/no defect, etc.)
CONTINUOUS: Numeric Values – (money, time, length, etc.)

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Analyze – The 5S’s
5S Category Observations Actions Taken Date
SORT / SEPARATE
• Get rid of what is not needed
• Keep only necessary items at your workplace
STRAIGHTEN / ORGANIZE
• Put the workplace in order
• Everything should be easy to find and use
SHINE / CLEAN UP
• Clean the work area
• Eliminate trash
STANDARDIZE / REPEAT
• Practice, Practice, Practice
SUSTAIN / MAINTAIN
• Create disciplined procedures to create good habits
The 5S’s is a Lean Process Analysis Tool and can be applied anywhere.

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TOLLGATE PURPOSE
Define Measure Analyze Improve Control
• To generate, select, design, test and implement improvements.
• To document the improved process.

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Improve – Brainstorming Techniques
The power of Brainstorming is synergy – where the total effect of team efforts is greater than the
sum of the individual efforts that each team member could have made on his or her own.
• One person comes up with an idea.
• The idea triggers a thought in another’s mind and the original idea is then modified.
• Another picks up on the trend and builds on the idea even further.
• The project ends up with an innovative idea that no one person could have devised alone.
Methods of Brainstorming Brainstorming Steps
• Verbal (popcorn method) • Establish Ground Rules
• Written (sticky note method) ‐ Capture every idea
• Both ‐ Establish a Time Limit
‐ Work through lulls
• Generate
• Clarify
Brainstorming looks • Organize / Categorize
for Quantity, not Quality.

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Improve – Solution Selection Matrix
Cost‐
Sigma Time
Potential Solutions Benefit
Impact Impact TOTAL RANK
Impact
WEIGHT (1‐5) 2 2 3
Solution A 8 8 10 62 1
Solution B 7 7 10 58 2
Solution C 7 5 10 54 3
Sigma Impact The timing of Cost was
Step 1 ID Weight for each Criteria
was thought to implementation thought to be
be 2 times as was thought to somewhat more Step 2 List potential solutions
important as be equally important than Step 3 Rate importance 1‐10
morale impact. important as the Sigma & Time.
Sigma Impact. Step 4 Tally & Rank
SOLUTION SELECTION MATRIX:
• Overcomes potential solution selection bias by replacing opinions & assumptions with data and facts
• Addresses temptation to overlook minor changes in favor of large‐scale changes
• Limits outside influences favoring a preconceived solution

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Define – To‐Be ‘Improved’ Process Map
Also known as a Functional Deployment Map (FDM)
High Level
Function 1 Function 2 Function 3 Function 4 Function 5
Process Steps
Start Action 1.1
Action 1.2
Step 1
X
Action 1.3 Action 1.5
No
Action 1.4 Y/N
Yes
Step 2 Action 2.1
X
Action 2.2
Step 3 END
Redraw the Process Map
TO BE PROCESS MAP:
with the solution & assess
• Reflects the solution’s impact and changes to the process
the risk with the new steps
• Evaluates where non‐value added steps can be reduced or eliminated
• Shows where value‐added steps can optimize the operation

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Improve – FMEA / Risks for Improved Process
FMEA:
Examines possible product or process
failures & associated risks.
Error‐proofs the solution
and/or process.
There are 2 Types of FMEA:
PRODUCT or SERVICE DESIGN FMEA PROCESS FMEA
Uncover problems that may result in: Uncover problems that may result in:
• Safety hazards • Safety hazards
• Malfunctions • Defects in product or service production process
• Shortened product life or decreased service satisfaction • Reduced process efficiency
Ask: “How can the product or service fail?” Ask: “How can the product or service fail?”

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Improve – FMEA / Risks for Improved Process
RPN: Risk Priority Number
Each factor is rated on a 10‐point scale
(10 = bad)
• SEVERITY – How negative will the impact
of the failure be?
• OCCURRENCE – How often is the failure
expected to occur?
• DETECTION – How difficult will it be to
Completing the FMEA is an 11‐Step process: notice that the failure has occurred?
The RPN is the product of 3 Ratings:
1. Review the product, service or process.
Severity X Occurrence X Detection
2. Brainstorm and group possible failure modes.
3. List one or more potential effects for each failure mode.
Ask: If the failure occurs, what are the consequences?
4. Assign a severity rating for each effect.
5. Assign an occurrence rating for each failure cause.
6. Assign a detection rating for each failure mode.
7. Calculate a risk priority number (RPN) for each effect.
8. Use the RPNs to select high priority failure modes.
9. Plan to reduce or eliminate the risk associated with high priority.
10. Carry out the plans.
11. Re‐compute RPN.

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Improve – Activity Schedule Worksheet
Also known as a Project Workplan
SAMPLE ACTION PLAN
PROJECT WORKPLANS:
• Coordinates & integrates all efforts across the scope of the project
• Identifies a team of individual rather than one “super‐integrator”
• Is a detailed implementation work plan that brings together virtually every element of planning into a single document
• Describes who does what and when

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Improve – Drivers & Barriers
Also known as a Force Field Analysis
Solutions Driving Forces Restraining Barriers
Potential Solution 1 • List all the associated driving or “positive” forces • List all the associated restraining or “negative” forces
Potential Solution 2
Potential Solution 3
DRIVERS & BARRIERS:
• Helps to improve an idea and gives it a better chance of acceptance.
• Strategize strengths of potential solutions (or minimize their weaknesses) for a more effective implementation
• Subjects ideas to hard scrutiny before recommending to management.

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TOLLGATE PURPOSE
Define Measure Analyze Improve Control
• To institutionalize the improvement and implement ongoing monitoring.
• To provide proof of sustained improvement and realized benefit.

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Control – Process Control & System
PROCESS CONTROL SYSTEM:
• Documents the process
• Provides a vehicle for standardization and replication
• Communicates process priorities and performance standards
• Serves as a vehicle for process reporting and improvement
• Ensures financial benefits are realized from Process Improvement

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Control – Baseline & Improved Performance of CCR
(Control Chart)
By this point, CCR Performance
should be improved & can be
displayed on a revised chart
Special Cause UCL
Variation
Upper Control Limit
OUTPUT INDICATOR VALUES
6
Common Cause
Variation
X
4 Mean
2 LCL
TIME / SEQUENCE Lower Control Limit
ORIGINAL BASELINE
IMPROVED CONTROL CHARTS
It is important to recreate the Control Chart after Improvements have
been made, in order to show the decrease in Common Cause Variation
(and Special Cause Variation, if applicable).

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Control – Improved Sigma Calculation
What is DPMO? Used with DISCREET Data Z‐Score Used with CONTINUOUS Data
DPMO: Defects Per Million Opportunities Z‐SCORE: A measure of the distance in standard:
deviations of a sample from the mean.
It is the average number of defects per unit observed
during an average production run … divided by the number
Credit Card Application Processing Time
of opportunities to make a defect on the product under
X
study during that run … normalized to one million.
CCR Z10 = x—x
s
Z10 = 10—6.8
The equation is: D s =1.2 minutes
X 1M 1.2
N x O
Z10 = 2.67
D = total number of defects counted in the
sample; a defect defined as failure to meet a CCR
N = number of units of products or service 0 6.8 minutes 10 minutes
O = number of opportunities per unit of product
or service for a customer defect to occur Cumulative Probability of Yield
M = million
IMPROVED SIGMA CALCULATION
It is important to recalculate the Sigma Calculation after Improvements have been made,
in order to show the decrease in defects (DPMO) and deviations (Z‐Score).

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Control – Financial Impact
FINANCIAL SAVINGS CAN BE REALIZED VIA:
DIRECT – Measurable impact on financial
statements such as:
• Eliminated facilities
• Reduced headcount
• Recovered revenue
• Reduced inventory
AVOIDANCE – Impact that cannot be seen in the
financial statements such as:
• Part of a facility vacated, but not eliminated
• Process improvements that do not result in
headcount reduction
• Avoided having to build / purchase additional
equipment

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Control – Multi‐Generation Plan
PHASE 1 PHASE II PHASE III
Currently Underway 6‐12 Months 12+ Months
Name of Project / Reduce Inventory for Reduce Inventory for Reduce Inventory for
Description Business Unit # 1 Business Unit # 2 Business Unit # 3
Goal Statement Reduce Inventory for Reduce Inventory for Reduce Inventory for
Business # 1 by $X, Business # 2 by $X, Business # 3 by $X,
January 2009. March 2009. May 2009.
Opportunity The opportunity The opportunity The opportunity
Statement exists to reduce exists to reduce exists to reduce
inventory to $X. inventory to $X. inventory to $X.
Scope Start: Department A Start.: Department C Start: Department E
(Start and End) End: Department B End: Department D Start: Department F
Potential Project Sally Sam James
Manager
Potential Champion Michael Richard Margaret
Six Sigma DMAIC DMAIC DMAIC
Methodology
The purpose of a Multi‐Generation Plan is to develop an understanding of the capabilities or
technologies that are required to accomplish the longer‐term goal.