Tools and techniques in six sigma

Process Map
•A process map is a planning and management tool that visually describes the flow of
work.
•Using process mapping , process maps show a series of events that produce an end
result.
•It shows who and what is involved in a process and can be used in any business or
organization and can reveal areas where a process should be improved.
Symbols
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 Purpose
Purpose ofofprocess
process mapping
mapping

•The purpose of process mapping is for organizations and businesses to improve efficiency.
• Process maps provide insight into a process, help teams brainstorm ideas for process
improvement, increase communication and provide process documentation.
•Process mapping will identify bottlenecks, repetition and delays.
•They help to define process boundaries, process ownership, process responsibilities and
effectiveness measures or process metrics.
 Benefits of process mapping

•Process mapping spotlights waste, streamlines work processes and builds understanding.
•Process mapping allows you to visually communicate the important details of a process
rather than writing extensive directions.
Process maps are used to:
•Increase understanding of a process
•Analyze how a process could be improved
•Show others how a process is done
•Improve communication between individuals engaged in the same process
•Provide process documentation
•Plan projects
 Project Charter

•A project charter is the statement of scope, objectives and people who are participating in a
project.
•It begins the process of defining the roles and responsibilities of those participants and
outlines the objectives and goals of the project.
•The charter also identifies the main stakeholders and defines the authority of the project
manager.
•It highlights the following:
✓What is the essence of the project? What are the goals and objectives of the project?
How are you planning to reach and achieve these goals and objectives?
✓Provide a shared understanding of the project.
✓By noting the responsibilities of each party involved in the project, everyone is clear
what their duties are.
Project Charter
 SIPOC diagram

•In process improvement, a SIPOC (sometimes COPIS) is a tool that summarizes the inputs
and outputs of one or more processes in table form.
•It is used to define a business process from beginning to end before work begins.
•The acronym SIPOC stands for SUPPLIERS, INPUTS, PROCESS, OUTPUTS,
AND CUSTOMERS which form the columns of the table.
•To emphasize putting the needs of the customer foremost, the tool is sometimes called
COPIS and the process information is filled in starting with the customer and working
upstream to the supplier.

S I P O C
SIPOC diagram
SIPOC diagram
 Tree Diagram

•A tree diagram is a new management planning tool that depicts the hierarchy of tasks and
subtasks needed to complete an objective.
•The tree diagram starts with one item that branches into two or more, each of which
branch into two or more, and so on.
•The finished diagram bears a resemblance to a tree, with a trunk and multiple branches.
•The tree diagram, with its branching steps, motivates the team to move from the general to
the more specific in a systematic way.
•The tree diagram is useful to organize a team’s thinking about an issue so that the main
ideas and relationships are immediately apparent.
•Reveal the true level of a problem’s complexity.
mathsisfun.com
 VoC in form of a tree diagram

sixsigmadigest.com
 Root Cause Analysis

•Root cause analysis (RCA) is a systematic process for identifying “root causes” of problems
or events and an approach for responding to them.

“5-Whys” Barrier Change

Analysis Analysis Analysis

Failure Mode and Fish-Bone Diagram or Ishikawa

Pareto Analysis
Effects Analysis Diagram
1. 5 Why’s Analysis:
• A simple problem-solving technique that helps users get to the root of the problem
quickly.
• It was made popular in the 1970’s by the Toyota Production System. This strategy
involves looking at a problem and asking “why” and “what caused this problem”.
• Often the answer to the first “why” prompts a second “why” and so on—providing
the basis for the “5-why” analysis.
• It is an iterative interrogative technique used to explore the cause-and-effect
relationships underlying a particular problem.
1. Why didn’t we send the newsletter on time?
Updates were not implemented until the deadline.
2. Why were the updates not implemented on time?
Because the developers were still working on the new features.
3. Why were the developers still working on the new features?
One of the new developers didn’t know the procedures.
4. Why was the new developer unfamiliar with all procedures?
He was not trained properly.
5. Why was he not trained properly?
Because the chief believes that new employees don’t need thorough training and
they should learn while working.
2. Barrier Analysis:
1. Barrier analysis is a model used by some organizations to understand both why a
problem happened and how it can be prevented.
2. It’s primarily applied to safety incidents, but can be used for other issues as well.
3. The premise of a barrier analysis is that a problem is prevented by having barriers
in place to control hazards.
4. Barrier Analysis is also called Target-Hazard-Barrier analysis.
5. Barrier analysis is a root cause analysis method that considers the pathways
through which a hazard can affect a target.
3. Change Analysis:
1. Looks systematically for possible risk impacts and appropriate risk management
strategies in situations where change is occurring.
2. This includes situations in which system configurations are changed, operating
practices or policies are revised, new or different activities will be performed, etc.
3. Change analysis is based on the concept that change (or difference) can lead to
deviations in performance.
4. The purpose of change analysis is thus to discover likely causes of a deviation
through comparison with a non-deviated condition, and then to verify true causes
by testing.
4. Failure Mode and Effects Analysis (FMEA):
1. Failure Mode and Effects Analysis (FMEA) is a structured approach to discovering
potential failures that may exist within the design of a product or process.
2. Failure modes are the ways in which a process can fail.
3. Effects are the ways that these failures can lead to waste, defects or harmful outcomes
for the customer.
4. Failure Mode and Effects Analysis is designed to identify, prioritize and limit these
failure modes.
5. An FMEA is an engineering analysis
• Done by a cross-functional team of subject matter experts
• That thoroughly analyzes product designs or manufacturing processes
• Early in the product development process.
• Finds and corrects weaknesses before the product gets into the hands of the
customer.
 FMEA Steps

Steps:
1. Review the process
2. Brain storm potential failure modes
3. List effects of these failures
4. Assign Severity ranking
5. Assign Occurrence ranking
6. Assign detection ranking
7. Calculate RPN number
8. Develop an action Plan
9. Take Action
10. Re-calulate RPN
 FMEA Steps

Ref: Effective FMEAs, by

Carl S. Carlson, published by John Wiley &
Sons, © 2012
 Example : FMEA for design of cable brake of bicycle. ( Hand
Brake Sub system)

Ref: Effective FMEAs,

by
Carl S. Carlson,
published by John
Wiley & Sons, © 2012
Ref: Effective
FMEAs, by
Carl S. Carlson,
published by John
Wiley & Sons, ©
2012
Ref: Effective
FMEAs, by
Carl S. Carlson,
published by John
Wiley & Sons, ©
2012
Ref: Effective
FMEAs, by
Carl S. Carlson,
published by John
Wiley & Sons, ©
2012
Ref: Effective
FMEAs, by
Carl S. Carlson,
published by John
Wiley & Sons, ©
2012
 Ref: Effective
FMEAs, by
Carl S. Carlson,
published by
John Wiley &
Sons, © 2012
 Ref: Effective
FMEAs, by
Carl S. Carlson,
published by
John Wiley &
Sons, © 2012
 Ref: Effective
FMEAs, by
Carl S. Carlson,
published by
John Wiley &
Sons, © 2012
 Ref: Effective
FMEAs, by
Carl S. Carlson,
published by
John Wiley &
Sons, © 2012
 Summary of FMEA Process

Item

Function

Failure Modes

Effects
Causes
NEW
RPN
Controls Action

Preventive Detective

S X O X D = RPN
5. Fish Bone Diagram:
1. The fishbone diagram or Ishikawa diagram is a cause-and-effect diagram that helps
managers to track down the reasons for imperfections, variations, defects, or failures.
2. The diagram looks just like a fish’s skeleton with the problem at its head and the causes
for the problem feeding into the spine.
3. Once all the causes that underlie the problem have been identified, managers can start
looking for solutions to ensure that the problem doesn’t become a recurring one.
4. It is a tool used to visualize all the potential causes of a problem in order to discover the
root causes.
5. The fishbone diagram helps one group these causes and provides a structure in which to
display them.
Fish Bone Diagram
 Fish Bone Diagram

Over slept Raining

Late from home
Sick

Late to class

Car break down Tried a different route

Lift breakdown No Ironed clothes

Car / Bus
 Lift Breakdown Car Breakdown Clock Breakdown
Engine Failure Battery
Faulty Motor

Faulty Mechanism Tyre Punctured Display

Late to class
MACHINE
Blown Fuse Blown Fuse
Regulator

Burners
Faulty Thermostat Faulty Thermostat

Geyser Breakdown Toaster Breakdown Gas Stove Breakdown

 Exercise

Draw a fish bone diagram for failure of following products/services. Use FMEA to study the
important modes of failure . rank the modes of failures based on RPN. Discuss the strategy
to reduce RPN of two most important modes of failure. Offer your comments.
Note:
1.Skip the controls for prevention and detection
2. At least 5 Failure modes related to any one class
3. At least 2 causes for each Failure mode
A. Mobile Phone ( EVEN)
B. TV ( ODD)
C. Internet Banking ( FREE CHOICE)
Modified FMEA worksheet
6. Pareto Analysis:
1. Pareto Analysis is a statistical technique in decision-making used for the selection
of a limited number of tasks that produce significant overall effect.
2. It uses the Pareto Principle (also known as the 80/20 rule) the idea that by doing
20% of the work you can generate 80% of the benefit of doing the entire job.
3. A Pareto chart is a basic quality tool that helps you identify the most frequent
defects, complaints, or any other factor you can count and categorize.
4. Pareto Analysis is a simple decision-making technique for assessing competing
problems and measuring the impact of fixing them.
5. This allows you to focus on solutions that will provide the most benefit.
Ref: asq.com
Below table shows the various casting defects and their
frequency. Using Pareto analyse the data and draw an
appropriate plan of action

Defects No of occurrences
Shrinkage 5
Blow holes 6
Pin holes 3
Cuts 38
Penetration 60
Washes 36
Mould Shifs 4
Cold Shut 7
Mis run 5
Scab 10
Swell 10
Fusion 90
 Defects No of occurrences
Pin holes 3
Mould Shifs 4
Shrinkage 5
Mis run 5
Blow holes 6
Cold Shut 7
Scab 10
Swell 10
Washes 36
Cuts 38
Penetration 60
Fusion 90
 Frequency

Defects
 Frequency

Defects