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Define Phase Six Sigma Fundamentals

Define Phase Six Sigma Fundamentals. Understanding Six Sigma. Six Sigma Fundamentals. Process Maps. Voice of the Customer. Cost of Poor Quality. Selecting Projects. Process Metrics. Wrap Up & Action Items. Elements of Waste. Six Sigma Fundamentals. Why have a process focus?

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Define Phase Six Sigma Fundamentals

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  1. Define PhaseSix Sigma Fundamentals

  2. Understanding Six Sigma Six Sigma Fundamentals Process Maps Voice of the Customer Cost of Poor Quality Selecting Projects Process Metrics Wrap Up & Action Items Elements of Waste Six Sigma Fundamentals

  3. Why have a process focus? • So we can understand how and why work gets done • To characterize customer & supplier relationships • To manage for maximum customer satisfaction while utilizing minimum resources • To see the process from start to finish as it is currently being performed • Blame the process, not the people proc•ess (pros′es) n. – A repetitive and systematicseries of steps or activitieswhere inputs are modified to achieve a value-added output What is a Process?

  4. Examples of Processes We go through processes everyday. Below are some examples of those processes. Can you think of other processes within your daily environment? • Injection molding • Decanting solutions • Filling vial/bottles • Crushing ore • Refining oil • Turning screws • Building custom homes • Paving roads • Changing a tire • Recruiting staff • Processing invoices • Conducting research • Opening accounts • Reconciling accounts • Filling out a timesheet • Distributing mail • Backing up files • Issuing purchase orders

  5. The purpose of Process Maps is to: • Identify the complexity of the process • Communicate the focus of problem solving • Process Maps are living documents and must be changed as the process is changed • They represent what is currently happening, not what you think is happening. • They should be created by the people who are closest to the process Process Map Inspect Start Step A Step B Step C Step D Finish Process Maps

  6. Standard symbols for Process Mapping (available in Microsoft Office™, Visio™, iGrafx™ , SigmaFlow™ and other products): A RECTANGLEindicates an activity. Statements within the rectangle should begin with a verb A PARALLELAGRAMshows that there are data ADIAMONDsignifies a decision point. Only two paths emerge from a decision point: No and Yes An ELLIPSEshows the start and end of the process ACIRCLE WITH A LETTER OR NUMBER INSIDEsymbolizes the continuation of a flowchart to another page An ARROWshows the connection and direction of flow 1 Process Map Symbols

  7. One of the deliverables from the Define Phase is a high level Process Map, which at a minimum must include: Start and stop points All process steps All decision points Directional flow Value categories as defined below Value Added: Physically transforms the “thing” going through the process Must be done right the first time Meaningful from the customer’s perspective (is the customer willing to pay for it?) Value Enabling: Satisfies requirements of non-paying external stakeholders (government regulations) Non-Value Added Everything else High Level Process Map

  8. A Process Map for a Call Center - B Z START REVIEW CASE LOGOFF PHONE, CHECK LOGON TO PC & TOOL HISTORY & MAIL,E-MAIL,VOICE MAIL APPLICATIONS TAKE NOTES E Y C SCHEDULED A N PHONE TIME? SCHEDULED Z Y TRANSFER PHONE TIME? TRANSFER D APPROPRIATE? N CALL Y A EXAMINE NEXT NOTE N OR RESEARCH ITEM LOGON TO PHONE IMMEDIATE PROVIDE Y F ACCESS CASE TOOL Y RESPONSE RESPONSE PHONE D AVAILABLE? PHONE& TIME WALK-IN NOTE N CALL or ENTER APPROPRIATE DATA ENDS N WALK-IN? SSAN (#,9s,0s) Z CALL PUT ON HOLD, REFER TO IF EMP DATA NOT PHONE DATA REFERENCES POPULATED, ENTER CAPTURE BEGINS CREATE A CASE Y INCL CASE TYPE N ANSWER? OLD DETERMINE WHO DATE/TIME, & CASE IS INQUIRING N NEEDED BY Y QUERY INTERNAL UPDATE ENTRIES ACCESS CASE TOOL HRSC SME(S) INCL OPEN DATE/TIME Y AUTO ROUTE ROUTE N DETERMINE NATURE Y OF CALL & CONFIRM ANSWER? UNDERSTANDING Y CLOSE CASE CASE N W/ E CLOSED DATE/TIME N N CASE TOOL OFF HOLD AND ADD TO C RECORD? ARRANGE CALL RESEARCH E GO TO BACK PHONE DATA LIST TAKE ACTION F or E Y ENDS NEXT or DEPENDING ON F DO RESEARCH B CASE Process Map Example

  9. When multiple departments or functional groups are involved in a complex process it is often useful to use cross functional Process Maps. Draw in either vertical or horizontal Swim Lanes and label the functional groups and draw the Process Map Sending Fund Transfers Attach ACH form to Invoice ACH – Automated Clearing House. Request transfer Start Department Fill out ACH enrollment form Receive payment Produce an Invoice No End Vendor Match against bank batch and daily cash batch Maintain database to balance ACH transfers Vendor info in FRS? Financial Accounting Input info into web interface Yes Accepts transactions, transfer money and provide batch total Bank Review and Process transfer in FRS 21.0 Bank Reconciliation General Accounting 3.0 Journey Entry Cross Functional Process Map

  10. Exercise objective: Using your favorite Process Mapping tool create a Process Map of your project or functional area. • Create a high level Process Map, use enough detail to make it useful. • It is helpful to use rectangular post-it’s for process steps and square ones turned to a diamond for decision points. • Color code the value added (green) and non-value added (red) steps. • Be prepared to discuss this with your mentor. Process Map Exercise

  11. Knowing your customer is more than just a handshake. It is necessary to clearly understand their needs. In Six Sigma we call this “understanding the CTQ ’s” or critical to customer characteristics. Critical to Customer Characteristics Voice Of the Customer Do you know your Customer?

  12. Voice of the Customer or VOC seems obvious; after all, we all know what the customer wants. Or do we?? The customer’s perspective has to be foremost in the mind of the Six Sigma Belt throughout the project cycle. Features Does the process provide what the customers expect and need? How do you know? Integrity Is the relationship with the customer centered on trust? How do you know? Delivery Does the process meet the customer’s time frame? How do you know? Expense Does the customer perceive value for cost? How do you know? Voice of the Customer

  13. There are different types of customers which dictates how we interact with them in the process. In order to identify customer and supplier requirements we must first define who the customers are: • External • Direct: those who receive the output of your services, they generally are the source of your revenue • Indirect: those who do not receive or pay for the output of your services but have a vested interest in what you do (government agencies) • Internal • - those within your organization • who receive the output of your • work What is a Customer?

  14. The relationship from one process to the next in an organization creates a “Value Chain” of suppliers and receivers of process outputs. Each process has a contribution and accountability to the next to satisfy the external customer. External customers needs and requirements are best met when all process owners work cooperatively in the Value Chain. Careful – each move has many impacts! Value Chain

  15. Critical to Quality (CTQ ’s) are measures that we use to capture VOC properly. (also referred to in some literature as CTC’s – Critical to Customer) • CTQ ’s can be vague and difficult to define. • The customer may identify a requirement that is difficult to measure directly so it will be necessary to break down what is meant by the customer into identifiable and measurable terms • Service: • Competence • Reliability • Accuracy • Timeliness • Responsiveness • Access • Courtesy • Communication • Credibility • Security • Understanding • Product: • Performance • Features • Conformance • Timeliness • Reliability • Serviceability • Durability • Aesthetics • Reputation • Completeness What is a CTQ?

  16. Identify Customers Listing Segmentation Prioritization Validate CTQ s Translate VOC to CTQ’s Prioritize the CTQ’s Set Specified Requirements Confirm CTQ’s with customer Capture VOC Review existing performance Determine gaps in what you need to know Select tools that provide data on gaps Collect data on the gaps Developing CTQ’s Step 1 Step 2 Step 3

  17. COPQ stands for Cost of Poor Quality • As a Six Sigma Belt, one of your tasks will be to estimate COPQ for your process • Through your process exploration and project definition work you will develop a refined estimate of the COPQ in your project • This project COPQ represents the financial opportunity of your team’s improvement effort (VOB) • Calculating COPQ is iterative and will change as you learn more about the process No, not that kind of cop queue! Cost of Poor Quality (COPQ)

  18. COPQ helps us understand the financial impact of problems created by defects. COPQ is a symptom, not a defect Projects fix defects with the intent of improving symptoms. The concepts of traditional Quality Cost are the foundation for COPQ. External, Internal, Prevention, Appraisal A significant portion of COPQ from any defect comes from effects that are difficult to quantify and must be estimated. The Essence of COPQ

  19. Internal COPQ Prevention • Error Proofing Devices • Supplier Certification • Design for Six Sigma • Etc… • Quality Control Department • Inspection • Quarantined Inventory • Etc… Detection • Supplier Audits • Sorting Incoming Parts • Repaired Material • Etc… • Warranty • Customer Complaint Related Travel • Customer Charge Back Costs • Etc… COPQ - Categories External COPQ

  20. Inspection Recode Warranty Rework Rejects Visible Costs Lost sales Engineering change orders (less obvious) Late delivery Time value of money Expediting costs More Set-ups Excess inventory Working Capital allocations Long cycle times Excessive Material Orders/Planning Hidden Costs Lost Customer Loyalty COPQ - Iceberg

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