Six Sigma Project Guideline Technische Universität München

P a r e to C ha r t o f F e hl e r ty p Summary Report for Y

De

Analyse
10 0 Anderson-Darling Normality Test
20

Graphical Analysis of Data

A-Squared 0,22

Relevance of Topic: 36% Identify Project

80 P-Value 0,828
15
Mean 0,021 45

Percent
60

Count
StDev 0,97241
10
40 Variance 0,94559
Skewness -0,1 24656
5 20 Kurtosis -0,003328
N 1 000

 
0 0 Minimum -3,571 37

collect Topics a) Pareto-Diagram

F e h le r t y p is en N r r d e
P re m n- V -N Co
1 st Quartile -0,6331 6
i: Na r te CV i: Median 0,00431
be i: Ka i: e
r e be r b 3rd Quartile 0,65294
h le rb be
i:
h le

ab
le r
Fe r le Maximum 2,67709
F eh h le eh Fe
fine

F
Fe 95% Confidence Interval for Mean
C ou nt 8 ,4 2 4 ,8 1 3,61 2,41 1,80 -0,03889 0,081 79

Suitable for: Six Sigma  

P erce nt 4 0,0 2 2,9 1 7 ,1 1 1 ,4 8 ,6 95% Confidence Interval for Median

evaluate Topics b) Histogram

C um % 4 0,0 6 2,9 8 0 ,0 9 1 ,4 1 0 0 ,0 -3 -2 -1 -0 1 2 -0,04487 0,1 1 464

4 ,0
B o x pl o t o f S tim m u n g b y Z e it

cd
 prioritize Topics  c) Boxplot
3 ,5

3 ,0

Stimmung
2 ,5

Own contribution: 80%  

2 ,0

select Project 1 ,5

1 ,0

1 2 3
d) Time Series Plot
Z e it

Process-Capability Process-Control
Define Project Process Capability Report for Yt1 _Cookie-Weight I-MR Chart of Y_Consumption_per_Day
Summary Report
Process-Capability/ -Control
 Process and Output  Yield%/ DPU/ DPMO
Is the process mean stable? Comments
Evaluate the % of out-of-control points.
LSL Target USL The process mean may not be stable. 5 (15,6%) data points are out of control
0% > 5% on the I chart. Keep in mind that you may see 0,7% out-of-control points by
Process Data Overall chance, even when the process is stable.
LSL 18 Within
Target 20 Yes No
USL 22 Overall Capability 15,6%
Sample Mean 20,9507 Z.Bench 0,1 8
Z.LSL 1 ,26

  Zbench (Sigma Level) )/ cp/ cpk …

Sample N 60
StDev(Overall) 2,3331 5 Z.USL 0,45

Problem
StDev(Within) 2,04775 Ppk 0,1 5
Cpm 0,26
Potential (Within) Capability Individual and Moving Range Charts
Investigate any out-of-control points.
Z.Bench 0,31
25
Z.LSL 1 ,44 UCL=23,92
Z.USL 0,51

Individual Value
Cpk 0,1 7

  I-MR/ xbar-R/ xbar-S/ P-/ U-Chart

10
_

Effect
X=5,89

-5

LCL=-12,13

UCL=22,14
20

Moving Range
 Solution ideas (if present) as baseline of the Process
10
1 5,0 1 6,5 1 8,0 1 9,5 21 ,0 22,5 24,0 25,5 __
MR=6,78

Performance
Observed Expected Overall Expected Within 0 LCL=0
PPM < LSL 1 00000,00 1 02992,26 74799,56 1 4 7 10 13 16 19 22 25 28 31
PPM > USL 266666,67 326450,62 3041 79,60
PPM Total 366666,67 429442,89 378979,1 5 N: 32 Mean: 5,8947 StDev(within): 6,0087 StDev(overall): 4,0946

Control limits are estimated using the StDev(within).

SIPOC (Supplier-Input-Process-Output-Customer) Difference Relationship

Test Hypothesis
Input Process Output  structure Process into main the Boxplot of Y_Cookie_Weight Scatterplot of Y_Brightness_of_Cookie vs x_Baking_Time
27,5 22

 Difference-Hypothesis:
main process steps 25,0
20

Ya =/≠ Yb

Y _Brigh tness_of_Cook ie
18

Y_C ookie_W eight

22,5

 assign Inputs and 16

 Relationship-Hypothesis:
20,0
14

Input Process Output (intermediate) Outputs 1 7,5 12

1 5,0
10

Y =/≠ f(x)
 assign Supplier and Customer
t_1 t_2 10 12 14 16 18 20
time_of_measurement x_Baking_Time

Voice of Customer & Business

VoC/ VoB > CCR/ CBR > CtQ
Root-Cause-Analysis
 interview Customer/ Manager
 derive requirements for Outputs
Requirements and Deviations  identify Root-Causes x´
and evaluate their deviations
of the negative influences x on
 derive severity of Problems Y of
Severity of Problems of Outputs the Problems Y
the Output
Project-Charter Project-Charter Solution-Ideas
Improve
Business
Problem  focus on critical Problems Y  develop Solutions to eliminate,
Relevance Cause Problem
 specify their business relevance (x´)
Solution
(Y)
circumvent or adjust parameter
Scope/ Experts of the Root-Causes x´
Belt-Team  define scope and objectives
Objectives
Management  build a team  prioritize Solutions

Input Input-Analysis
M

Design of Experiments (DoE)

 identify necessary Inputs
easure

Requirements and deviations  specify the requirements Y= f(x)  adjust the parameter
 specify negative Influences xi on
of Solutions optimally
negative Influences on Problems the Problems of the Output Y

Process-Steps > Activities Process-Mapping & -Analysis

 map Process-Steps into Activities
Measure 8
Action-List
Measure 3
Input, Output, Methods & Resources  assign Inputs and Outputs
 specify Methods & Resources  specify Solutions as Measures
Measure 4
(Who?/ What?/ until When?)
negative Influences on Problems  specify negative Influences xp
FMEA

Problems (Y)
(Failure Mode and Effects Analysis)

Cause & Effect-Matrix (C&E)

Risk-Analysis Improvement new Risk-Analysis
Probabili ty of

Probabili ty of
the Probl em

the Probl em
Det ection of

Det ection of
Severity of

Severity of

R R
the Effect

the Effect

Y1 Y2 Y3 Yn
Cause

Cause

actual controls to detect the Failures/

potential Failures/ Problems
Problems
potential Effects of the Failures/ Problems potential Causes of the Failure/ Problem P Countermeasures P
N N
Measure-No.

3
 evaluate impact strength of the
Measure (What has to be done?)

FMEA (Failure Mode and Effects Analysis)

10= catast rophic

10= catast rophic

Xi1
Risk-Prior ity-

Risk-Prior ity-
1= always -

1= always -
10= always

10= always
1= never -

1= never -
10= never

10= never

Input
Number

Number
1= no -

1= no -
Rating:

Rating:

Rating:

Rating:

Rating:

Rating:

Which Failures/ Problems can result from the By which existing Controls could the Failure/ How could the trigger of the Failure/ Problem, i.e.

1
Measures? Problem be detected, before it occurs? What is the Effect of the Failure/ Problem? Which Influence triggers the Failure/ Problem? their Root-Causes be eliminated

(Xi) Xi2 ...? ...? ...? ...? ...? ...?

Xin 4 negative Influences of Inputs xi 1.

Let the Chef weigh 10 g of chocolate for her
special Chocolate Check
can cause caries periodic dental prophylaxis 5

...?
tooth loss 7

...?
sugar/ bacterial plaque 10

...?
350
immediate brushing of teeth after check of
chocolate
7

...?
2

...?
5

...?
70

 minimize Risks of Measures

...? ...? ...? ...? ...? ...?

Process-Steps
Xp1 2 and Activities of the Process xp ...?

...?
...?

...?
...?

...?
...?

...?
...?

...?
...?

...?

Xp2 5 ...? ...? ...? ...? ...? ...?

(Xp)
Xpn 7
on Problems of the Outputs Y ...?

...?

...?
...?

...?

...?
...?

...?

...?
...?

...?

...?
...?

...?

...?
...?

...?

...?

Operationalisation Graphical Display

Data Collection Plan
Y1
implement Implementation
Problems
Y2  operationalize Influences xi, xp
(Y)
Yn qualify  decide on Measures
and Problems Y as measurands inform &
Input
Xi1
motivate  inform and motivate
(Xi) Xi2
 determine scale level
Xin
decide  qualify (if necessary)
Process- Xp1
 determine conditions and
Steps Xp2  implement Measures
(Xp) Xpn procedure of measurement
Hypothesis Process-Capability Process-Control
Process-Capability/ -Control
Co
Risk: 14%

There is a/ no Difference
 automatically generated with:
Process Capability Report for Yt1 _Cookie-Weight I-MR Chart of Y_Consumption_per_Day
Summary Report

 Yield%/ DPU/ DPMO

Is the process mean stable? Comments
Evaluate the % of out-of-control points.

in: the degree of: (Y) …

LSL Target USL The process mean may not be stable. 5 (15,6%) data points are out of control
0% > 5% on the I chart. Keep in mind that you may see 0,7% out-of-control points by
Process Data Overall chance, even when the process is stable.
LSL 18 Within
Target 20 Yes No
USL 22 Overall Capability 15,6%

- type of Hypothesis
Sample Mean 20,9507 Z.Bench 0,1 8
Z.LSL 1 ,26

 Zbench (Sigma Level)/ cp/ cpk …

Sample N 60

between: Levels of (x)

StDev(Overall) 2,3331 5 Z.USL 0,45
Ppk 0,1 5
ntrol

StDev(Within) 2,04775
Cpm 0,26
Potential (Within) Capability Individual and Moving Range Charts
Investigate any out-of-control points.
Z.Bench 0,31
25
Z.LSL 1 ,44 UCL=23,92

(Difference/ Relationship)
Z.USL 0,51
Individual Value

Cpk 0,1 7

 I-MR/ xbar-R/ xbar-S/ P-/ U-Chart

10
_
X=5,89

-5

- relevance of Hypothesis (Risk)

LCL=-12,13

UCL=22,14
20
Moving Range

Test: ANOVA for the improved Process

10
1 5,0 1 6,5 1 8,0 1 9,5 21 ,0 22,5 24,0 25,5 __
MR=6,78

Performance

- appropriate statistical test

Observed Expected Overall Expected Within 0 LCL=0
PPM < LSL 1 00000,00 1 02992,26 74799,56 1 4 7 10 13 16 19 22 25 28 31
PPM > USL 266666,67 326450,62 3041 79,60
PPM Total 366666,67 429442,89 378979,1 5 N: 32 Mean: 5,8947 StDev(within): 6,0087 StDev(overall): 4,0946

Control limits are estimated using the StDev(within).

Difference Relationship
Measurement-System-Analysis Boxplot of Y_Cookie_Weight Scatterplot of Y_Brightness_of_Cookie vs x_Baking_Time
Test Hypothesis
 check repeatability, reproduci- 27,5

25,0
22

20
 Difference-Hypothesis:
bility, stability and linearity of the Ya =/≠ Yb
Y_Brightn ess_of_C ookie

18
Y_C ookie_W eight

22,5
16

 Relationship-Hypothesis:
20,0

measurement system 1 7,5

14

12

 Gage R&R 1 5,0

t_1
time_of_measurement
t_2
10

10 12 14
x_Baking_Time
16 18 20 Y =/≠ f(x)

12 011011102200801 Collect Data Plan Process

Monitoring and Out
Document
Project and present
Define Standards
for the new Process
Handover and close Project
110114051978101 of Control Measures Results

9 3 101501195801001
 collect existing data Start Continuous Continue checking Continue checking  Storyboard of Project
010100101010101 Improvement (CIP) Target Achievement Process Capability

 measure actual data  Process-Management-Plan

001110100110011
6

Management (Sponsor, Accountable) / Role: monitor, decide, support Project  sigmaGuide©

Project Team: Belt (Black-Belt/ Green-Belt) / Role: lead Project Tools: Copyright: reiner.hutwelker@softLogik.de
Experts / Role: support Project  Minitab©
 Six Sigma Projekt Leitfaden Technische Universität München

P a r e to C ha r t o f F e hl e r ty p Summary Report for Y

De

Analyse
10 0 Anderson-Darling Normality Test
20

graphische Analyse der Daten

A-Squared 0,22

Relevanz des Themas: 36% Projekt identifizieren

80 P-Value 0,828
15
Mean 0,021 45

Percent
60

Count
StDev 0,97241
10
40 Variance 0,94559
Skewness -0,1 24656
5 20 Kurtosis -0,003328
N 1 000

 
0 0 Minimum -3,571 37

Themen einsammeln a) Pareto-Diagramm

F e h le r t y p is en N r r d e
P re m n- V -N Co
1 st Quartile -0,6331 6
i: Na r te CV i: Median 0,00431
be i: Ka i: e
r e be r b 3rd Quartile 0,65294
h le rb be
i:
h le

ab
le r
Fe r le Maximum 2,67709
F eh h le eh Fe
fine

F
Fe 95% Confidence Interval for Mean
C ou nt 8 ,4 2 4 ,8 1 3,61 2,41 1,80 -0,03889 0,081 79

Tauglichkeit für: Six Sigma  

P erce nt 4 0,0 2 2,9 1 7 ,1 1 1 ,4 8 ,6 95% Confidence Interval for Median

Themen bewerten b) Histogramm

C um % 4 0,0 6 2,9 8 0 ,0 9 1 ,4 1 0 0 ,0 -3 -2 -1 -0 1 2 -0,04487 0,1 1 464

4 ,0
B o x pl o t o f S tim m u n g b y Z e it

cd
 Themen priorisieren  c) Boxplot
3 ,5

3 ,0

Stimmung
2 ,5

eigener Beitrag: 80%  

2 ,0

Projekte auswählen 1 ,5

1 ,0

1 2 3
d) Zeitreihen-Diagramm
Z e it

Prozess-Fähigkeit Prozess-Monitoring
Projekt definieren Process Capability Report for Yt1 _Cookie-Weight I-MR Chart of Y_Consumption_per_Day
Summary Report
Prozess-Fähigkeit/-Monitoring
 Prozess und Output  Yield%/ DPU/ DPMO
Is the process mean stable? Comments
Evaluate the % of out-of-control points.
LSL Target USL The process mean may not be stable. 5 (15,6%) data points are out of control
0% > 5% on the I chart. Keep in mind that you may see 0,7% out-of-control points by
Process Data Overall chance, even when the process is stable.
LSL 18 Within
Target 20 Yes No
USL 22 Overall Capability 15,6%
Sample Mean 20,9507 Z.Bench 0,1 8
Z.LSL 1 ,26

  Zbench (Sigma Level) )/ cp/ cpk …

Sample N 60
StDev(Overall) 2,3331 5 Z.USL 0,45

Problem
StDev(Within) 2,04775 Ppk 0,1 5
Cpm 0,26
Potential (Within) Capability Individual and Moving Range Charts
Investigate any out-of-control points.
Z.Bench 0,31
25
Z.LSL 1 ,44 UCL=23,92
Z.USL 0,51

Individual Value
Cpk 0,1 7

  I-MR/ xbar-R/ xbar-S/ P-/ U-Chart

10
_

Wirkung
X=5,89

-5

LCL=-12,13

UCL=22,14
20

Moving Range
 Lösungs-Ideen (falls vorhanden) als Baseline des Prozesses
10
1 5,0 1 6,5 1 8,0 1 9,5 21 ,0 22,5 24,0 25,5 __
MR=6,78

Performance
Observed Expected Overall Expected Within 0 LCL=0
PPM < LSL 1 00000,00 1 02992,26 74799,56 1 4 7 10 13 16 19 22 25 28 31
PPM > USL 266666,67 326450,62 3041 79,60
PPM Total 366666,67 429442,89 378979,1 5 N: 32 Mean: 5,8947 StDev(within): 6,0087 StDev(overall): 4,0946

Control limits are estimated using the StDev(within).

SIPOC (Supplier-Input-Process-Output-Customer) Unterschied Zusammenhang

Hypothesentests
Input Process Output  Prozess in die wichtigen Boxplot of Y_Cookie_Weight Scatterplot of Y_Brightness_of_Cookie vs x_Baking_Time
27,5 22

 Unterschieds-Hypothese:
Prozess-Schritte gliedern 25,0
20

Ya =/≠ Yb

Y _Brigh tness_of_Cook ie
18

Y_C ookie_W eight

 Inputs und (Zwischen-) Outputs
22,5
16

 Zusammenhangs-Hypothese:
20,0
14

Input Process Output zuordnen, ebenso wie 1 7,5 12

1 5,0
10

Y =/≠ f(x)
 Lieferanten und Kunden
t_1 t_2 10 12 14 16 18 20
time_of_measurement x_Baking_Time

Voice of Customer & Business

VoC/ VoB > CCR/ CBR > CtQ
Ursache-Wirkungs-Analyse
 Kunden/ Manager befragen
 Anforderungen an Outputs und
Anforderungen und Abweichungen  Basis-Ursachen x´
deren Abweichungen ableiten
der negativen Einflüsse x auf
 Abweichungen bewerten und
Schwere der Probleme des Outputs die Probleme Y identifizieren
Schwere der Probleme Y ableiten
Project-Charter Project-Charter Lösungs-Ideen
Improve
 Lösungs-Ideen entwickeln, mit
Business-
Problem  kritische Probleme Y fokussieren Ursache Problem denen die Basis-Ursachen x´
Relevanz Lösung
 Business-Relevanz ableiten (x´) (Y) eliminiert, umgangen oder
Scope/ Experten
Belt-Team  Scope und Ziele definieren optimal justiert werden können
Ziele
Management  Team zusammenstellen  Lösungsideen priorisieren

Input
Input-Analyse
M

 notwendige Inputs identifizieren Design of Experiments (DoE)

 Anforderungen an Inputs
easure

Anforderungen und Abweichungen

konkretisieren Y= f(x)  Parameter der Lösung
 negative Einflüsse xi auf optimal justieren
negative Einflüsse auf Probleme
Probleme der Outputs Y ableiten

Prozess-Schritte > Aktivitäten

Prozess-Mapping & -Analyse
 Prozess-Schritte in Aktivitäten Maßnahme 8
Maßnahmen-Liste
Input, Output, Methoden & Ressourcen
gliedern Maßnahme 3

 Inputs & Outputs, Methoden &  Lösungen in konkrete

Ressourcen zuordnen Maßnahme 4 Maßnahmen überführen
negative Einflüsse auf Probleme (Wer?/ Was?/ bis Wann?)
 negative Einflüsse xp ableiten
FMEA

Problems (Y)
(Failure Mode and Effects Analysis)

Cause & Effect-Matrix (C&E)

Risk-Analysis Improvement new Risk-Analysis
Probabili ty of

Probabili ty of
the Probl em

the Probl em
Det ection of

Det ection of
Severity of

Severity of

R R
the Effect

the Effect

Y1 Y2 Y3 Yn
FMEA (Failure Mode and Effects Analysis)
Cause

Cause

actual controls to detect the Failures/

potential Failures/ Problems
Problems
potential Effects of the Failures/ Problems potential Causes of the Failure/ Problem P Countermeasures P
N N
Measure-No.

 Stärke der negativen Einflüsse

Measure (What has to be done?)

3
10= catast rophic

10= catast rophic

Xi1
Risk-Prior ity-

Risk-Prior ity-
1= always -

1= always -
10= always

10= always
1= never -

1= never -
10= never

10= never

Input
Number

Number
1= no -

1= no -
Rating:

Rating:

Rating:

Rating:

Rating:

Rating:

Which Failures/ Problems can result from the By which existing Controls could the Failure/ How could the trigger of the Failure/ Problem, i.e.

1
Measures? Problem be detected, before it occurs? What is the Effect of the Failure/ Problem? Which Influence triggers the Failure/ Problem? their Root-Causes be eliminated

(Xi) Xi2 ...? ...? ...? ...? ...? ...?

4 der Inputs xi und Aktivitäten im 1.

Let the Chef weigh 10 g of chocolate for her
special Chocolate Check
can cause caries periodic dental prophylaxis 5 tooth loss 7 sugar/ bacterial plaque 10 350
immediate brushing of teeth after check of
chocolate
7 2 5 70

Xin
 Risiken der Maßnahmen
...? ...? ...? ...? ...? ...?

...? ...? ...? ...? ...? ...?

Process-Steps
Xp1 2 Prozess xp auf die Probleme des ...?

...?
...?

...?
...?

...?
...?

...?
...?

...?
...?

...?

Xp2 5 ...? ...? ...? ...? ...? ...?

minimieren
(Xp)
Xpn 7
Outputs Y bewerten ...?

...?

...?
...?

...?

...?
...?

...?

...?
...?

...?

...?
...?

...?

...?
...?

...?

...?

Operationalisation Graphical Display

Problems
Y1 Daten-Erhebungs-Plan umsetzen Umsetzung
Y2
(Y)
Yn  Einflüsse x und Probleme Y als qualifizieren  Entscheide über Maßnahmen
informieren
Input
(Xi)
Xi1
Xi2 Messgrößen operationalisieren & motivieren  informieren & motivieren
Process-
Xin
Xp1
 Bedingungen und Prozedur der entscheiden  qualifizieren (wenn notwendig)
Steps
(Xp)
Xp2
Xpn
Messung konkretisieren  setze Maßnahmen um

Hypothesen Prozess-Fähigkeit Prozess-Monitoring

Prozess-Fähigkeit/-Monitoring
Risiko: 14%

Co

Es gibt (k)einen Unterschied

 automatisch erzeugt mit:
Process Capability Report for Yt1 _Cookie-Weight I-MR Chart of Y_Consumption_per_Day
Summary Report

 Yield%/ DPU/ DPMO

Is the process mean stable? Comments

in: Ausmaß von (Y) …

Evaluate the % of out-of-control points.
LSL Target USL The process mean may not be stable. 5 (15,6%) data points are out of control
0% > 5% on the I chart. Keep in mind that you may see 0,7% out-of-control points by
Process Data Overall chance, even when the process is stable.
LSL 18 Within
Target 20 Yes No
USL 22 Overall Capability

- Typ der Hypothese

15,6%
Sample Mean 20,9507 Z.Bench 0,1 8
Z.LSL 1 ,26

zwischen: Stufen von (x)  Zbench (Sigma Level) )/ cp/ cpk …

Sample N 60
StDev(Overall) 2,3331 5 Z.USL 0,45
ntrol

StDev(Within) 2,04775 Ppk 0,1 5

Cpm 0,26
Potential (Within) Capability Individual and Moving Range Charts
Investigate any out-of-control points.
Z.Bench 0,31
25
Z.LSL 1 ,44 UCL=23,92

(Unterschied/ Zusammenhang) Z.USL 0,51

Individual Value

Cpk 0,1 7

 I-MR/ xbar-R/ xbar-S/ P-/ U-Chart

10
_
X=5,89

-5

- Relevanz der Hypothese (Risiko) 20

LCL=-12,13

UCL=22,14
Moving Range

Test: ANOVA zur verbesserten Prozess-Leistung

10
1 5,0 1 6,5 1 8,0 1 9,5 21 ,0 22,5 24,0 25,5 __
MR=6,78

- angemessener statistischer Test

Performance
Observed Expected Overall Expected Within 0 LCL=0
PPM < LSL 1 00000,00 1 02992,26 74799,56 1 4 7 10 13 16 19 22 25 28 31
PPM > USL 266666,67 326450,62 3041 79,60
PPM Total 366666,67 429442,89 378979,1 5 N: 32 Mean: 5,8947 StDev(within): 6,0087 StDev(overall): 4,0946

Control limits are estimated using the StDev(within).

Unterschied Zusammenhang
Mess-System-Analyse Boxplot of Y_Cookie_Weight Scatterplot of Y_Brightness_of_Cookie vs x_Baking_Time
Hypothesentests
 Wiederholbarkeit und Reprodu- 27,5

25,0
22

20
 Unterschieds-Hypothese:
zierbarkeit, Stabilität & Linearität Ya =/≠ Yb
Y_Brightn ess_of_C ookie

18
Y_C ookie_W eight

22,5
16

 Zusammenhangs-Hypothese:
20,0

des Mess-Systems prüfen 1 7,5

14

12

 Gage R&R 1 5,0

t_1
time_of_measurement
t_2
10

10 12 14
x_Baking_Time
16 18 20 Y =/≠ f(x)

12 011011102200801 Plan für das

Storyboard zum
Daten erheben Prozess-Monitoring
und Notfall-
Projekt abschließen
Definiere Standards
für den neuen Projekt abschließen
110114051978101 Maßnahmen
und Ergebnisse
Prozess
erstellen
präsentieren
 Storyboard abschließen
9 3 101501195801001
 vorhandene Daten abrufen Beginne mit dem
Kontinuierlichen
Setze die Setze die  Prozess-Management-Plan
010100101010101 Verbesserungs-
Überprüfung der
Zielerreichung fort
Überprüfung der
Prozessfähigkeit fort
 aktuelle Daten messen Prozess (KVP)
übergeben
001110100110011
6

Management (Sponsor, Accountable) / Rolle: überwachen, entscheiden, unterstützen  sigmaGuide©

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