What are the best Six Sigma tools to optimize process cycle time_.pdf

1/6/24, 9:47 PM What are the best Six Sigma tools to optimize process cycle time?
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What are the best Six Sigma tools to optimize
process cycle time?
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Rick Morrow
President RPM EXEC
View contribution · 8
1 Define the process
2 Measure the current state
3 Analyze the root causes
4 Improve the process
5 Control the process
6 Here’s what else to consider
22 · 62 Contributions
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Quan Jiang, P.Eng, CSSBB
Director Operational Excellence at Sodexo
Gregg Miner
Helping clients advance value delivery and advancing the understanding leans intent.
Steven Wade Follow
Senior Program Manager, at Triumph Aerospace
Define & create Standard Work or Standard combination sheets - without it, there is no hope or
opportunity for cycle time
improvement.
· 10
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Brent Grazman Follow
Quality & Quality Improvement Leader; leads Teams to achieve more than they thought they could.
1 Define the process
The first step is to define the process you want to improve and its scope, goals, customers,
and stakeholders. You can use tools such as SIPOC (Suppliers, Inputs, Process, Outputs,
Customers) or COPIS (Customers, Outputs, Process, Inputs, Suppliers) to map out the high-
level elements of the process and identify its boundaries and requirements. You can also
use a project charter to document the problem statement, objectives, scope, team,
timeline, and resources of the project.
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IMO there are way too many high priests & priestesses out there. Purists who "know" the right tools
and ways to apply them and will not budge.
Define the process, problem, etc. (doesn't matter how-each team can do it their own way).
… …see more
· 9
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Quan Jiang, P.Eng, CSSBB Follow
Again, some good contents.
Here are my thoughts:
1. Map out and understand the baseline Process … …see more
· 5 (edited)
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Rick Morrow Follow
President RPM EXEC
2 Measure the current state
The next step is to measure the current performance of the process and collect data on
the cycle time and other relevant metrics. You can use tools such as value stream mapping
(VSM) or process flowcharting to visualize the flow of the process and identify the value-
added and non-value-added activities, delays, wastes, and bottlenecks. You can also use
tools such as histograms, box plots, or control charts to analyze the distribution, variation,
and stability of the cycle time data.

Good response. Manufacturing firms, especially in automotive, understand capability and reliability
most succinctly is the outcome quantifying the Measure Phase deliverable and the measures should
be the KPI(s) in the charter. The Measure Phase is often neglected or started late and thus missing the
opportunity to motivate problem-solvers. It’s like watching a game but the scoreboard doesn’t
display until the game is over. …see more
· 8 (edited)
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Stephen Neal Follow
Plant Manager at Commercial Vehicle Group, Inc.
An activity I find helpful in mapping the value-added vs non-value-added is making it visual.
After identifying the process flow with a gemba walk, we’ll find a dry erase board or conference room
wall and represent each process step with a post-it note. Green for value-added and Red for non-
value-added. … …see more
· 6
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Pranshu Kulshrestha Follow
Senior Process Engineer @ Synlait Milk | Quality Management Systems
One thing I have found helpful here is a feedback loop to operations where shared learnings can be
easily shared within and across teams for continuous improvement mindset
3 Analyze the root causes
The third step is to analyze the data and identify the root causes of the cycle time variation
and inefficiency. You can use tools such as fishbone diagrams, Pareto charts, or 5 Whys to
categorize and prioritize the potential causes and drill down to the underlying factors. You
can also use tools such as regression analysis, hypothesis testing, or design of experiments
(DOE) to test the relationships and interactions between the variables and the cycle time.

· 3
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Angela Buckley, PhD Follow
Translating Business Goals into Reality
If the cycle time target is based only on machine, advanced tools such as DOE may be necessary.
However, cycle time should include the operator. Root causing for an operator / operations generally
is successful using basic tools such as 5W1H, 5G, Ishikawa (fishbone).
· 1
Like
I see lots of organizations using Effort vs Impact tool to help prioritizing brainstorm ideas. A classic
lean tool and can result in good engagement and process ownership.
It is not only about the improvement plan. It is also about change management.
… …see more
· 2 (edited)
Like
4 Improve the process
The fourth step is to design and implement solutions to eliminate or reduce the root
causes and improve the cycle time. You can use tools such as brainstorming, affinity
diagrams, or nominal group technique to generate and organize ideas for improvement.
You can also use tools such as FMEA (Failure Mode and Effects Analysis), poka-yoke
(mistake-proofing), or standard work to evaluate and mitigate the risks and ensure the
quality and consistency of the process.

Angela Buckley, PhD Follow
Translating Business Goals into Reality
Evaluate the impacts of the root causes relative to the project metrics. Prioritize countermeasures
based on this evaluation. Attack each root cause individually starting at the top of the prioritization
list, while understanding its overall impact on the project metrics. By continuing to evaluate
countermeasure impact throughout the project, you avoid sub-optimization. …see more
· 2
Like
Process Control Plan should be the key output in this stage. I.E. based on the learnings, what should
we manage moving forward to maintain the gain?
A lean daily management system can help further strengthen the process management.
… …see more
· 2 (edited)
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Glenn Sommerville
Operations Executive | Leadership Coach | Lean Practitioner | Organizational Culture & Change Facilitator
5 Control the process
The final step is to monitor and control the process to sustain the cycle time improvement
and prevent any deterioration or deviation. You can use tools such as SPC (Statistical
Process Control), dashboards, or audits to track and display the cycle time performance
and detect any anomalies or trends. You can also use tools such as PDCA (Plan-Do-Check-
Act) or DMAIC (Define-Measure-Analyze-Improve-Control) to continuously review and
improve the process based on feedback and data.

There needs to be a defined method, which the above points provide. There other similar methods.
However, regardless of the method, the most effective steps to reduce cycle time is observation,
involving those doing the work or process, and making it easier and less burden for them to do their
job.
· 1
Like
Gregg Miner Follow
Helping clients advance value delivery and advancing the understanding leans intent.
Six sigma is NOT the right tool for cycle time reduction at the macro level. Lean and value stream
mapping are the correct way to focus on velocity. If a process is plagued with defects then six sigma
would be the right tool for those processes but not at the macro level.
· 35 (edited)
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Rod (Radames) Toro Follow
Retired
Tools, overall, are overrated. What is needed is understanding the principles and the “why” behind
the tool and then customizing for the specific situation. I use to think of digging into my Swiss Army
knife of tools. I’ve also seen people have their “ favorite” tool. I have fallen into that trap myself.
Now, I am more about asking questions and observing any situation first. After that is done—most of
the time that takes time— I usually modify, combine “tools” to deliver optimal solutions. …see more
· 15
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6 Here’s what else to consider
This is a space to share examples, stories, or insights that don’t fit into any of the previous
sections. What else would you like to add?

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