Core Assignment #1

The purpose of the Measure Phase is to give a true and accurate picture of the current condition as it relates to the project. Another way to think of the measure phase of DMAIC is that it is dedicated to assembling a data collection plan, executing that plan and verifying the data collection is performed properly.

In order to do this, the following things should be considered:

- Select the Critical to Quality characteristics in your process. These are the outcomes of the given process that are important to the customer.
- Define what that process output should be, which is done by looking at the customer requirements and the project goal.
- Define the defects in the process. Remember, a defect is an outcome that falls outside the limits of customer's requirements or expectations and must be measurable.
- Find the inputs to the process that contribute to defects.
- Define an accurate dollar impact of eliminating the defects in terms of increased profitability and/or cost savings.
- Measure the defects that affect the Critical to Quality characteristics as well as any related factors.
- Incorporate Measurement Systems Analysis - a method to make sure the defects are being measured properly.
- Refine data collection procedures, if needed.

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)

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 narrow the range of potential causes requiring investigation in the Analyze phase. An important part of Measure is to establish a baseline capability level and to determine an accurate picture of the current situation.

Core Assignment #2

Measure phase has identified the baseline performance of the process - where are we at today.
In the Analyze phase you will develop theories of root causes, confirm the theories with unbiased 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.

Generally Analyze may be approached as a series of questions:

1. What are the perceived causes of the process variability and which can we control?
2. What is of value to the customer?
3. What are the detail steps of the process?
4. Have you validated the "As-Is" causes?

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

5 Whys Analysis

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.
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 analysis to be used 5 Why 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.

Core Assignment #3

The major purpose of the Improve phase is to demonstrate, with fact and data, that your solutions solve the problem. There are many facets to Improve - naming the solution, piloting, rolling it out and evaluating. Before leaving Improve, it will be necessary to demonstrate there is an improvement.

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.

The Improve phase is where the process transitions into solutions. Critical inputs have been verified and optimized toward nailing down the problem causes. Once problem causes are determined in the Analyze phase, the team finds, evaluates through testing, and selects creative new improvement solutions. The team identifies and quantifies what will happen if needed improvements are not made and what will happen if the improvements take too long. This develops a cost/benefit analysis. More often than not simple process experimentation and simulation bring the team big gains in this step. Also at the Improve stage, the team develops an implementation plan with a change management approach that will assist the organization in implementing and adapting to the solutions and the changes that will result from them.

The tools most commonly used in the Improve phase are:

- Brainstorming
- Flow Charting
- FMEA
- Stakeholder Analysis
- Setup Reduction
- Queuing Methods for Reducing Congestion and Delays
- 5S's Method
- Kaizen

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

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:

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.

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.

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.

- 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.

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

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

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.

Core Assignment #4

Starting off with this video will give you a quick review of the Control Phase from a slightly different perspective: https://www.youtube.com/watch?v=hACTGLZdxb4. Keep in mind it is more from a Black Belt point of view and may mention tools you have not heard.

The primary objective of the DMAIC Control phase is to ensure that the gains obtained during Improve are maintained long after the project has ended. To that end, it is necessary to standardize and document procedures, make sure all employees are trained and communicate the project's results. In addition, the project team needs to create a plan for ongoing monitoring of the process and for reacting to any problems that arise.

Key Concept
During the Control Phase the final capability is determined and the closing performance and all related changes are documented on the closing contract. There are a number of similarities in simply closing a project in project management. The C in DMAIC is about controlling the "vital few" variables, typically the top two or three, that we identified in the Analyze and Improve phases of the project.

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
- FMEA forms

Attachment:- Assignment.rar