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Digg it UP - Some Lean Six Sigma Tools - Define and Measure
MAS 90 and MAS 200 MAS 90 and MAS 200 are full fledged Enterprise Resource Planning Solutions which are flexible and can be enhanced as your business grows. They cater to the following areas of your business. Core Accounting Ecommerce Business Intelligence HR and Payroll Customer Relationship Management The most significant aspect of MAS 90 and MAS 200 is that you can choose from more than 25 modules available and get them customized to your specific needs. You can also integrate your accounting software, manufacturing and distribution solutions.Features: User friendly, easy to implement and to use Integrated to Microsoft office to gen
Cause Effect Matrix:
This tabulates causes against effects and calculates scores which
are used to rank the causes. As a measure
tool, this matrix is used to select which inputs to focus on
because of their significant impact on the process outputs.
Preliminary FMEA (failure modes and effects analysis): This tool has a similar function to the cause and effect matrix. All possible failures in the inputs are considered, and then weighted according to probability of occurrence, severity of impact on outputs and difficulty of detection. This assessment also helps to determine what inputs the project team should focus on.
Data collection plan:
This includes decisions as
Once you have done it, done it meaning become a business owner. Afterwards it seemed so simple, owning a business, and you think anyone can do this. But can anyone really do this? Start and run your own business? The question seems simple enough to answer, but is the answer right there, in front of you?I like to use analogies and I’m also a big fan of Seinfeld. In one episode, Kramer wants to build levels in his apartment. Jerry, knowing that he will never do it, bets Kramer that he won’t get it done. Kramer, sure of himself that he will, takes Jerry’s bet. After a couple of days, Kramer tells Jerry that the bet is off because he decided that he wasn’t going to do it anymore. And Jerry claims, “That was the bet
The Define Phase
Purpose of Define: This phase of the Lean Six Sigma implementation identifies the improvement opportunities and customer deliverables and defines a scope. At the end of the define phase, we should have a project charter, clearly identified stakeholders, a project team, estimation of business implications, an evaluation of customer requirements, a high level process map and project management and communication plans.
Tools for Define:
Stakeholder Analysis:
The various stakeholders (customers, shareholders, employees) are
listed and the potential impact of the improvement project on each assessed as substantial, average, low or nil.
SIPOC diagram:
Of the tools applied in this stage of the improvement project,
perhaps the most commonly used is the SIPOC diagram. SIPOC stands
for Suppliers, Inputs, Process, Outputs and Customers. The diagram
provides a visual answer to the questions required to understand
the process: who are the primary stakeholders of this process? What
value does it create? Who is the owner of the process? What are the
inputs and who provides them? What resources are consumed by the
process? What process steps create the value?
The steps involved in creating the SIPOC diagram and the involvement of team members in brain storming and idea generating sessions are as important as the resulting diagram.
VOC - Voice of the Customer:
Critical to a proper definition of the improvement project is the
availability of data representing customer viewpoints and
requirements. These are collected using VOC tools like interviews,
surveys, focus groups, comment cards, suggestion/complaint boxes
etc. The definition of customer here includes internal and external
customers.
Using Kano analysis coverts raw quantitative and qualitative data obtained from the above into clearer expressions of the value customers place on various product and service features you offer.
Development of critical-to-quality requirements converts customer statements, which may be imprecise, to precise requirements (valued from the customer's perspective) for your product or service.
The Measure Phase
Purpose of Measure:
This phase quantifies the current state of the process with respect
to cost, speed and quality and provides an idea of the gaps to be
filled. At the end of this phase, we have a detailed map of the
process, data on key input and output variables, an analysis of the
capability of the process, refined project charter and plans where
warranted by new information, and recommended actions to pick low
hanging fruits.
Tools for Measure:
Operational definition - various measures are defined so that all
team members apply the same definitions when gathering data for the
improvement project.
Process map, value stream map, complexity value stream map: This produces a more detailed representation of the process than the SIPOC diagram and includes such information as wait times, processing times, resource consumptions, process operator etc.
Cause Effect Matrix:
This tabulates causes against effects and calculates scores which
are used to rank the causes. As a measure
tool, this matrix is used to select which inputs to focus on
because of their significant impact on the process outputs.
Preliminary FMEA (failure modes and effects analysis): This tool has a similar function to the cause and effect matrix. All possible failures in the inputs are considered, and then weighted according to probability of occurrence, severity of impact on outputs and difficulty of detection. This assessment also helps to determine what inputs the project team should focus on.
Data collection plan:
This includes decisions as
The Department of Labor predicts that the #1 employer in 2010 will be “self.” A recent Internet poll of 25-44 year olds revealed that 90% of them hoped to own their own business. A survey conducted by Ernst & Young found that 75% of influential Americans believe that entrepreneurship will be the defining trend of the 21st century. Some of the factors that have attributed to the rise of the modern day entrepreneurial spirit are access to technology, a global economy, and corporate stagnation.Many workers have experienced feelings of discontent, which are likely due to the upsizing, downsizing, and right-sizing of corporations. But whatever the reason, modern workers want to have more control over the work they do. A
SIPOC diagram:
Of the tools applied in this stage of the improvement project,
perhaps the most commonly used is the SIPOC diagram. SIPOC stands
for Suppliers, Inputs, Process, Outputs and Customers. The diagram
provides a visual answer to the questions required to understand
the process: who are the primary stakeholders of this process? What
value does it create? Who is the owner of the process? What are the
inputs and who provides them? What resources are consumed by the
process? What process steps create the value?
The steps involved in creating the SIPOC diagram and the involvement of team members in brain storming and idea generating sessions are as important as the resulting diagram.
VOC - Voice of the Customer:
Critical to a proper definition of the improvement project is the
availability of data representing customer viewpoints and
requirements. These are collected using VOC tools like interviews,
surveys, focus groups, comment cards, suggestion/complaint boxes
etc. The definition of customer here includes internal and external
customers.
Using Kano analysis coverts raw quantitative and qualitative data obtained from the above into clearer expressions of the value customers place on various product and service features you offer.
Development of critical-to-quality requirements converts customer statements, which may be imprecise, to precise requirements (valued from the customer's perspective) for your product or service.
The Measure Phase
Purpose of Measure:
This phase quantifies the current state of the process with respect
to cost, speed and quality and provides an idea of the gaps to be
filled. At the end of this phase, we have a detailed map of the
process, data on key input and output variables, an analysis of the
capability of the process, refined project charter and plans where
warranted by new information, and recommended actions to pick low
hanging fruits.
Tools for Measure:
Operational definition - various measures are defined so that all
team members apply the same definitions when gathering data for the
improvement project.
Process map, value stream map, complexity value stream map: This produces a more detailed representation of the process than the SIPOC diagram and includes such information as wait times, processing times, resource consumptions, process operator etc.
Cause Effect Matrix:
This tabulates causes against effects and calculates scores which
are used to rank the causes. As a measure
tool, this matrix is used to select which inputs to focus on
because of their significant impact on the process outputs.
Preliminary FMEA (failure modes and effects analysis): This tool has a similar function to the cause and effect matrix. All possible failures in the inputs are considered, and then weighted according to probability of occurrence, severity of impact on outputs and difficulty of detection. This assessment also helps to determine what inputs the project team should focus on.
Data collection plan:
This includes decisions as
The more you know about people the easier it gets to run a small business. This statement is so true, yet I don't know many business owners that use this power principle.Are you working long hours? Do you have few holidays? Would you like to grow your business, but you already work many hours and don't want to work any harder? This article is for you!When it comes to recruitment there are 3 key points to understand. Business owners fail to understand these 3 points and wonder why they hired a person who doesn't do what they want them to do. Or, they work really hard for the first few days or week then their performance wains over time.So let's look at the 3 points.First, most people hire on experien
VOC - Voice of the Customer:
Critical to a proper definition of the improvement project is the
availability of data representing customer viewpoints and
requirements. These are collected using VOC tools like interviews,
surveys, focus groups, comment cards, suggestion/complaint boxes
etc. The definition of customer here includes internal and external
customers.
Using Kano analysis coverts raw quantitative and qualitative data obtained from the above into clearer expressions of the value customers place on various product and service features you offer.
Development of critical-to-quality requirements converts customer statements, which may be imprecise, to precise requirements (valued from the customer's perspective) for your product or service.
The Measure Phase
Purpose of Measure:
This phase quantifies the current state of the process with respect
to cost, speed and quality and provides an idea of the gaps to be
filled. At the end of this phase, we have a detailed map of the
process, data on key input and output variables, an analysis of the
capability of the process, refined project charter and plans where
warranted by new information, and recommended actions to pick low
hanging fruits.
Tools for Measure:
Operational definition - various measures are defined so that all
team members apply the same definitions when gathering data for the
improvement project.
Process map, value stream map, complexity value stream map: This produces a more detailed representation of the process than the SIPOC diagram and includes such information as wait times, processing times, resource consumptions, process operator etc.
Cause Effect Matrix:
This tabulates causes against effects and calculates scores which
are used to rank the causes. As a measure
tool, this matrix is used to select which inputs to focus on
because of their significant impact on the process outputs.
Preliminary FMEA (failure modes and effects analysis): This tool has a similar function to the cause and effect matrix. All possible failures in the inputs are considered, and then weighted according to probability of occurrence, severity of impact on outputs and difficulty of detection. This assessment also helps to determine what inputs the project team should focus on.
Data collection plan:
This includes decisions as
REWARDS AND CHALLENGESThe more you know about any job or business venture, the more likely you are to be successful. This month, we explore the pros and cons of mortgage processing for both in-house processors and contract processors.Rewards of In-House Processing:1. Abundance of training/continuing education resources 2. Management support for processing problems or conflict resolution 3. No overhead or business paperwork (i.e., accounting) 4. Your professional profile is enhanced from your employer’s status in the industry 5. Free or reduced costs for association and organization memberships 6. Pre-determined hours 7. Employee benefits (health, dental, visi
Purpose of Measure:
This phase quantifies the current state of the process with respect to cost, speed and quality and provides an idea of the gaps to be filled. At the end of this phase, we have a detailed map of the process, data on key input and output variables, an analysis of the capability of the process, refined project charter and plans where warranted by new information, and recommended actions to pick low hanging fruits.
Tools for Measure:
Operational definition - various measures are defined so that all
team members apply the same definitions when gathering data for the
improvement project.
Process map, value stream map, complexity value stream map: This produces a more detailed representation of the process than the SIPOC diagram and includes such information as wait times, processing times, resource consumptions, process operator etc.
Cause Effect Matrix:
This tabulates causes against effects and calculates scores which
are used to rank the causes. As a measure
tool, this matrix is used to select which inputs to focus on
because of their significant impact on the process outputs.
Preliminary FMEA (failure modes and effects analysis): This tool has a similar function to the cause and effect matrix. All possible failures in the inputs are considered, and then weighted according to probability of occurrence, severity of impact on outputs and difficulty of detection. This assessment also helps to determine what inputs the project team should focus on.
Data collection plan:
This includes decisions as
Where’s the Line Between Security and Privacy Issues? Using spy cameras for secret surveillance is not a surprise anymore. There are many examples, like banks, super markets or parking lots. However, one example of secret surveillance is widely debatable. And that is – employee surveillance. Sure, the company has to protect its equipment or intellectual property. However, employee, as every civilian of a modern society has to have rights to his or her own privacy. Let’s look at the popular examples of employee surveillance in restaurants or casinos and decide if monitoring employees is really such a bad and offensive practice. Restaurant Business Restaurants are a savi
Cause Effect Matrix:
This tabulates causes against effects and calculates scores which
are used to rank the causes. As a measure
tool, this matrix is used to select which inputs to focus on
because of their significant impact on the process outputs.
Preliminary FMEA (failure modes and effects analysis): This tool has a similar function to the cause and effect matrix. All possible failures in the inputs are considered, and then weighted according to probability of occurrence, severity of impact on outputs and difficulty of detection. This assessment also helps to determine what inputs the project team should focus on.
Data collection plan:
This includes decisions as to what data (balanced between input and
output) to collect, identification of
stratification factors (these help determine patterns in the data),
determination of sample size, identification of data sources,
development of data collection sheets and assignment of data
collection duties among team members.
Pareto charts:
This is one more tool for focusing the team's efforts on the most
important problems. A Pareto chart is a bar
chart where the horizontal axis represents categories. On the
vertical axis we can plot in descending order, the frequency of
occurrence, or cost, speed or quality impact of each category.
Where a clear Pareto effect exists, only a few of the categories
(typically 20% or less) are responsible for majority of the effects
(80% or more).
Measurement systems analysis:
The process of obtaining measurements is subjected to standard analyses to ensure reliability, repeatability and reproducibility. Other attributes of
the measurement system are stability, bias and discrimination.
Control charts:
A control chart is a run chart sequence of quantitative data with
three horizontal lines showing a centred mean and upper and lower
control limits. Control charts help to assess the nature of
variation of the process. In-control processes are expected to
yield data points randomly distributed around the mean but within
the calculated control limits.
Process capability assessment:
This tool measures of process capability assess the ability of a
process to meet functional requirements.
Several measures of capability exist. All of them are compare the
process standard deviation to the allowable range of variation as
specified by the customer.
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