Lean Six Sigma

3.

The Six Sigma Framework

3.1.

Core Six Sigma Concepts

3.1.1.

Understanding Process Variation

3.1.1.1.

Common Cause Variation

3.1.1.1.1.

Natural Process Fluctuations

3.1.1.1.2.

System-Inherent Variation

3.1.1.2.

Special Cause Variation

3.1.1.2.1.

Assignable Causes

3.1.1.2.2.

3.1.1.3.

Variation Reduction Strategies

3.1.1.3.1.

Process Control

3.1.1.3.2.

System Improvement

3.1.2.

The Concept of a Defect

3.1.2.1.

Defining Defects

3.1.2.1.1.

Customer Requirements

3.1.2.1.2.

Specification Limits

3.1.2.2.

Defect Opportunities

3.1.2.2.1.

Opportunity Identification

3.1.2.2.2.

Counting Methods

3.1.2.3.

Defect Classification

3.1.2.3.1.

Critical Defects

3.1.2.3.2.

3.1.2.3.3.

3.1.3.

Defects Per Million Opportunities (DPMO)

3.1.3.1.

Calculating DPMO

3.1.3.1.1.

Formula Application

3.1.3.1.2.

Data Requirements

3.1.3.2.

Interpreting Results

3.1.3.2.1.

Performance Benchmarking

3.1.3.2.2.

Improvement Targets

3.1.4.

3.1.4.1.

Understanding Sigma Metrics

3.1.4.1.1.

Statistical Significance

3.1.4.1.2.

Process Capability

3.1.4.2.

Relating Sigma Level to Quality

3.1.4.2.1.

Quality Performance

3.1.4.2.2.

Business Impact

3.1.4.3.

Sigma Level Calculation

3.1.4.3.1.

Conversion Tables

3.1.4.3.2.

Statistical Methods

3.1.5.

The Normal Distribution

3.1.5.1.

Properties of Normal Distribution

3.1.5.1.1.

Bell Curve Characteristics

3.1.5.1.2.

Standard Deviation

3.1.5.2.

Application in Six Sigma

3.1.5.2.1.

Process Capability

3.1.5.2.2.

3.1.5.3.

Distribution Analysis

3.1.5.3.1.

Normality Testing

3.1.5.3.2.

Data Transformation

3.2.

The DMAIC Methodology

3.2.1.

3.2.1.1.

Project Selection

3.2.1.1.1.

Selection Criteria

3.2.1.1.2.

Business Impact Assessment

3.2.1.1.3.

Resource Requirements

3.2.1.2.

Developing Project Charter

3.2.1.2.1.

Problem Statement

3.2.1.2.2.

3.2.1.2.3.

Team Roles and Responsibilities

3.2.1.2.4.

Timeline and Milestones

3.2.1.3.

Defining Business Case

3.2.1.3.1.

Financial Impact

3.2.1.3.2.

Strategic Alignment

3.2.1.3.3.

Risk Assessment

3.2.1.4.

Understanding Voice of Customer (VOC)

3.2.1.4.1.

Collecting Customer Feedback

3.2.1.4.2.

3.2.1.4.3.

Interview Techniques

3.2.1.4.4.

3.2.1.4.4.1.

3.2.1.4.4.2.

Performance Needs

3.2.1.4.4.3.

Excitement Needs

3.2.1.4.5.

Critical to Quality (CTQ) Trees

3.2.1.4.5.1.

Translating VOC to Requirements

3.2.1.4.5.2.

Specification Development

3.2.1.5.

High-Level Process Mapping

3.2.1.5.1.

3.2.1.5.1.1.

3.2.1.5.1.2.

3.2.1.5.1.3.

3.2.1.5.1.4.

3.2.1.5.1.5.

3.2.1.5.2.

Process Boundaries

3.2.1.5.3.

Key Stakeholders

3.2.2.

3.2.2.1.

Developing Data Collection Plan

3.2.2.1.1.

Identifying Data Sources

3.2.2.1.2.

Sampling Methods

3.2.2.1.3.

Data Collection Forms

3.2.2.2.

Understanding Data Types

3.2.2.2.1.

Continuous Data

3.2.2.2.1.1.

Measurement Scales

3.2.2.2.1.2.

Precision Requirements

3.2.2.2.2.

3.2.2.2.2.1.

Counting Methods

3.2.2.2.2.2.

3.2.2.3.

Measurement System Analysis (MSA)

3.2.2.3.1.

Gage R&R Studies

3.2.2.3.1.1.

Repeatability Analysis

3.2.2.3.1.2.

Reproducibility Analysis

3.2.2.3.2.

Accuracy and Precision

3.2.2.3.2.1.

Bias Assessment

3.2.2.3.2.2.

Linearity Studies

3.2.2.3.3.

Attribute Agreement Analysis

3.2.2.3.3.1.

Operator Consistency

3.2.2.3.3.2.

Standard Comparison

3.2.2.4.

Establishing Process Baseline

3.2.2.4.1.

Current Performance Metrics

3.2.2.4.2.

Baseline Data Analysis

3.2.2.4.3.

Performance Trends

3.2.2.5.

Basic Statistical Concepts

3.2.2.5.1.

Measures of Central Tendency

3.2.2.5.1.1.

3.2.2.5.1.2.

3.2.2.5.1.3.

3.2.2.5.2.

Measures of Variation

3.2.2.5.2.1.

3.2.2.5.2.2.

3.2.2.5.2.3.

Standard Deviation

3.2.2.5.3.

Data Distribution Shapes

3.2.2.5.3.1.

3.2.2.5.3.2.

3.2.2.6.

Process Capability Analysis

3.2.2.6.1.

Short-Term Capability

3.2.2.6.1.1.

Cp (Process Capability)

3.2.2.6.1.2.

Cpk (Process Capability Index)

3.2.2.6.2.

Long-Term Capability

3.2.2.6.2.1.

Pp (Process Performance)

3.2.2.6.2.2.

Ppk (Process Performance Index)

3.2.2.6.3.

Capability Interpretation

3.2.2.6.3.1.

Specification Limits

3.2.2.6.3.2.

Process Centering

3.2.3.

3.2.3.1.

Detailed Process Analysis

3.2.3.1.1.

Process Mapping

3.2.3.1.1.1.

Detailed Flow Charts

3.2.3.1.1.2.

Swim Lane Diagrams

3.2.3.1.2.

Identifying Bottlenecks

3.2.3.1.2.1.

Capacity Analysis

3.2.3.1.2.2.

Constraint Theory

3.2.3.2.

Root Cause Analysis (RCA) Tools

3.2.3.2.1.

3.2.3.2.1.1.

Iterative Questioning

3.2.3.2.1.2.

Cause Chain Analysis

3.2.3.2.2.

Fishbone Diagram (Ishikawa Diagram)

3.2.3.2.2.1.

Cause Categories

3.2.3.2.2.1.1.

3.2.3.2.2.1.2.

3.2.3.2.2.1.3.

3.2.3.2.2.1.4.

3.2.3.2.2.1.5.

3.2.3.2.2.1.6.

3.2.3.2.3.

3.2.3.2.3.1.

3.2.3.2.3.2.

Prioritizing Issues

3.2.3.3.

Graphical Analysis Tools

3.2.3.3.1.

3.2.3.3.1.1.

Frequency Distributions

3.2.3.3.1.2.

3.2.3.3.2.

3.2.3.3.2.1.

Quartile Analysis

3.2.3.3.2.2.

Outlier Identification

3.2.3.3.3.

3.2.3.3.3.1.

Correlation Analysis

3.2.3.3.3.2.

Relationship Patterns

3.2.3.3.4.

3.2.3.3.4.1.

3.2.3.3.4.2.

Time Series Data

3.2.3.4.

Hypothesis Testing

3.2.3.4.1.

Introduction to Hypothesis Testing

3.2.3.4.1.1.

Null Hypothesis

3.2.3.4.1.2.

Alternative Hypothesis

3.2.3.4.1.3.

Type I and Type II Errors

3.2.3.4.2.

3.2.3.4.2.1.

One-Sample T-Test

3.2.3.4.2.2.

Two-Sample T-Test

3.2.3.4.2.3.

3.2.3.4.3.

ANOVA (Analysis of Variance)

3.2.3.4.3.1.

3.2.3.4.3.2.

3.2.3.4.3.3.

Multiple Comparisons

3.2.3.4.4.

Chi-Square Test

3.2.3.4.4.1.

Goodness of Fit

3.2.3.4.4.2.

Test of Independence

3.2.3.4.5.

Non-Parametric Tests

3.2.3.4.5.1.

Mann-Whitney Test

3.2.3.4.5.2.

Kruskal-Wallis Test

3.2.3.5.

Correlation and Regression Analysis

3.2.3.5.1.

Correlation Coefficients

3.2.3.5.1.1.

Pearson Correlation

3.2.3.5.1.2.

Spearman Correlation

3.2.3.5.2.

Simple Linear Regression

3.2.3.5.2.1.

Regression Equation

3.2.3.5.2.2.

R-Squared Analysis

3.2.3.5.3.

Multiple Regression

3.2.3.5.3.1.

3.2.3.5.3.2.

Variable Selection

3.2.4.

3.2.4.1.

Brainstorming and Generating Solutions

3.2.4.1.1.

Creative Problem Solving Techniques

3.2.4.1.1.1.

Brainstorming Sessions

3.2.4.1.1.2.

3.2.4.1.2.

Solution Categories

3.2.4.1.2.1.

Process Changes

3.2.4.1.2.2.

Technology Solutions

3.2.4.1.2.3.

Training Interventions

3.2.4.2.

Solution Selection and Prioritization

3.2.4.2.1.

Decision Matrices

3.2.4.2.1.1.

Criteria Weighting

3.2.4.2.1.2.

Solution Scoring

3.2.4.2.2.

Cost-Benefit Analysis

3.2.4.2.2.1.

Implementation Costs

3.2.4.2.2.2.

Expected Benefits

3.2.4.2.3.

Risk Assessment

3.2.4.2.3.1.

Implementation Risks

3.2.4.2.3.2.

Mitigation Strategies

3.2.4.3.

Failure Modes and Effects Analysis (FMEA)

3.2.4.3.1.

Identifying Potential Failures

3.2.4.3.1.1.

3.2.4.3.1.2.

Failure Effects

3.2.4.3.2.

Risk Assessment

3.2.4.3.2.1.

Severity Ratings

3.2.4.3.2.2.

Occurrence Ratings

3.2.4.3.2.3.

Detection Ratings

3.2.4.3.3.

Risk Priority Number (RPN)

3.2.4.3.3.1.

Calculation Method

3.2.4.3.3.2.

3.2.4.4.

Design of Experiments (DOE)

3.2.4.4.1.

Experimental Design Principles

3.2.4.4.1.1.

Factors and Responses

3.2.4.4.1.2.

3.2.4.4.2.

Full Factorial Designs

3.2.4.4.2.1.

Two-Level Designs

3.2.4.4.2.2.

Analysis Methods

3.2.4.4.3.

Fractional Factorial Designs

3.2.4.4.3.1.

Screening Experiments

3.2.4.4.3.2.

Resolution Concepts

3.2.4.5.

Piloting Solutions

3.2.4.5.1.

3.2.4.5.1.1.

Scope Definition

3.2.4.5.1.2.

Success Criteria

3.2.4.5.2.

Testing on Small Scale

3.2.4.5.2.1.

Controlled Environment

3.2.4.5.2.2.

Data Collection

3.2.4.5.3.

Gathering Feedback

3.2.4.5.3.1.

Stakeholder Input

3.2.4.5.3.2.

Performance Measurement

3.2.4.6.

Planning for Implementation

3.2.4.6.1.

Implementation Strategy

3.2.4.6.1.1.

3.2.4.6.1.2.

Resource Requirements

3.2.4.6.2.

Change Management

3.2.4.6.2.1.

Communication Plan

3.2.4.6.2.2.

Training Requirements

3.2.4.6.2.3.

Resistance Management

3.2.5.

3.2.5.1.

Developing Control Plan

3.2.5.1.1.

Monitoring Key Metrics

3.2.5.1.1.1.

Critical Parameters

3.2.5.1.1.2.

Measurement Frequency

3.2.5.1.2.

3.2.5.1.2.1.

Action Triggers

3.2.5.1.2.2.

Corrective Actions

3.2.5.2.

Statistical Process Control (SPC)

3.2.5.2.1.

3.2.5.2.1.1.

X-bar and R Charts

3.2.5.2.1.2.

Individual and Moving Range Charts

3.2.5.2.1.3.

3.2.5.2.1.4.

3.2.5.2.1.5.

3.2.5.2.2.

Control Chart Interpretation

3.2.5.2.2.1.

3.2.5.2.2.2.

Out-of-Control Signals

3.2.5.2.2.3.

3.2.5.2.3.

Control Chart Implementation

3.2.5.2.3.1.

Chart Selection

3.2.5.2.3.2.

Sampling Strategy

3.2.5.3.

Standardizing Processes

3.2.5.3.1.

Standard Operating Procedures (SOPs)

3.2.5.3.1.1.

Documentation Requirements

3.2.5.3.1.2.

3.2.5.3.2.

Work Instructions

3.2.5.3.2.1.

Detailed Procedures

3.2.5.3.2.2.

3.2.5.3.3.

Training and Certification

3.2.5.3.3.1.

Competency Requirements

3.2.5.3.3.2.

Skill Verification

3.2.5.4.

Documenting Results and Lessons Learned

3.2.5.4.1.

Project Documentation

3.2.5.4.1.1.

3.2.5.4.1.2.

3.2.5.4.2.

Knowledge Transfer

3.2.5.4.2.1.

3.2.5.4.2.2.

Lessons Learned

3.2.5.4.3.

Continuous Improvement Opportunities

3.2.5.4.3.1.

Future Projects

3.2.5.4.3.2.

Process Monitoring

3.2.5.5.

Project Closure and Handover

3.2.5.5.1.

Final Reporting

3.2.5.5.1.1.

Results Summary

3.2.5.5.1.2.

Financial Benefits

3.2.5.5.2.

Transition to Process Owners

3.2.5.5.2.1.

Responsibility Transfer

3.2.5.5.2.2.

Ongoing Support

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4. Integrating Lean and Six Sigma