tuple index out of range

Control Phase (DMAIC)

Posted by Ted Hessing

The Control phase is the fifth and last phase of a DMAIC process. The
main activity in the Control phase is to control the improved process. In
other words, the control phase is about ensuring the new process is
implementing and don’t revert back to old ways.

The focus of the control phase is to implementing whatever changes we

have decided on in the improve phase of DMAIC for the new process.
We’ve positioned the new process for success that was well implemented
and maintained. In addition, we successfully transitioned all responsibilities
to the new owner.

At the end of Control phase process, owners are responsible for ensuring
the new process is enforced.

Six Sigma Phases

Six Sigma is a systematic problem solving approach centered
around defects elimination and variation reduction leading to process
improvement.

One of the principal tools in Six Sigma is the use of the DMAIC

methodology. (Also see DMAIC Overview). Particularly, DMAIC is a logical
framework that helps you think through and plan improvements to a
process in pursuit of achieving a Six Sigma level of excellence.

There are five phases that are used in the DMAIC method.

The main objective of the Control phase is to measure the new process
characteristic and validate the improvement.  Then implement a control
tuple index out of range

plan and response plan to ensure the new process is strictly implemented.
Institutionalize the improvements by developing procedures/work
instructions and transition the improved process to the operations team.

Control Phase of DMAIC Goals

 Develop Control Plan
 Validate the solution
 Statistical process control
 Implementation plan
 Cost benefit analysis
 Formal project closure
 Celebrate success and recognize the team

Control Phase of DMAIC Overview

The Control phase is approximately a 2 to 3 weeks process.

The activities in Control phase are to create and update standard works or
work instructions. Quantify the dollar savings and get the financial controller
concurrence. Create and implement process monitoring mechanism using
control charts. Then prepare control plan and reaction to remain an
effective mechanism to monitor and control the process.

Finally, gain the management approval, update lessons learned, formally

close the project, and hand over the process to the process owner. There
are multiple tools and concepts available in the Control phase of six sigma.

Statistical Process Control

Statistical Process Control (SPC) is a statistical method to measure,
monitor, and control a process. In other words, SPC is a method of quality
control which employs statistical methods to measure, monitor, and control
a process.

Rational Subgrouping

Rational subgrouping is the process of organizing the data into groups that
were produced basically under the same conditions. It helps in the
estimation process of the short-term variations. Thus, Rational subgrouping
is the basis for operating control charts in a successful manner. These
variations later help us predict the long-term variations and their control
tuple index out of range

limits, depending on the type of causes for the variation (special or

common).

Control Chart
A Control chart is one of the primary techniques of statistical process
control (SPC). The control chart is a graphical display of quality
characteristics that have been measured or computed from a sample
versus the sample number or time.

Variable (Continuous) Control Charts

Measure the output on a continuous scale. It is possible to measure the

quality characteristics of a product.

 X bar – R Charts (when data is readily available) X bar R chart is

used to monitor the process performance of a continuous data and
the data to be collected in subgroups at a set time periods.
 Run Charts (limited single-point data) A run chart displays observed
data as they evolve over time. Just a basic graph that displays data
values in a time order.
 X – MR Charts (I – MR, individual moving range) An Individual
moving range (I-MR ) chart is used when data is continuous and not
collected in subgroups.
 X bar – S Charts (when sigma is readily available) X Bar S charts are
used when the subgroups have large sample size and S chart
provides better understanding of the spread of subgroup data than
range.
tuple index out of range

 EWMA Chart: The EWMA – The purpose of the Exponentially

Weighted Moving Average chart is to monitor variables (or attributes
that act like variables) that make use of the entire history of a given
output.

Attribute(Discrete) Control Charts:

The output is a decision or counting. It is not possible to measure the
quality characteristics of a product. In other words, it is based on the visual
inspection like good or bad, fail or pass, accept or reject.

 p Charts:  (for defectives – sample size varies) – Use P chart when

the data are the fraction defective of some set of process output.
 np Charts (for defectives – sample size fixed) – Use an np-chart
when the data collected in subgroups that are the same size.
 c Charts (for defects – sample size fixed) – Use c charts when the
data are concerned with the number of defects in a product. The
number of defects collected for the area of opportunity in each
subgroup. 
 u Charts (for defects – sample size varies) – A u chart is an attribute
control chart that displays how the frequency of defects, or
nonconformities, is changing over time for a process or system. 

Maintain Controls
Comparisons: Before & after

Compare the baseline sigma and new sigma. This is especially needed

when there was a shift (8 data points above/below historical mean).
Otherwise, when a new process replaces the old one permanently. But wait
to do so until you have 24 data points.

Maintaining Solutions

Standardization / Throughput matrix

 Understand the throughput standardization matrix to determine your

method of process control
 When maintaining solutions, the type of control you should use is
primarily determined by where your process is located on the
standardization/throughput matrix.
 Understand the basic method of interpreting and responding to
statistical control charts

Control Plan
tuple index out of range

A control plan is an example of a quality control (QC) strategy. Put one in

place after you create a new process or change an existing one. It helps
you to ensure that staff monitor new and modified processes correctly.

A plan for a product – or service – typically contains:

 The name of the item.

 Its important characteristics. For example, length, width, color,
strength.
 How to measure those characteristics. For example, the tool you
need to use.
 The acceptable range for each characteristic. Commonly called the
tolerance range.
 Testing frequency. This might be a time period (once an hour) or
amount (1 per 1000).
 How to plot measurements. This will usually be a type of chart.
 Who is responsible for quality control on the item.

It might also include:

 Contingency measures to take for certain scenarios.

 When and how to review the plan.

Sustain Improvements
Documentation

Examine the importance of documentation– Remember, variation is still the

enemy! We want to make sure that any new process documentation is
clear, easy to follow and written in the language of the people adopting it,
so no new variations creep in.

Analyze how it supports sustaining the gains of a Lean Six Sigma project-
Conduct training on a new process to all the employees and communicate
the results. In addition, a new process must be easily repeatable &
reproducible. Write it with a brand new user in mind. Explain the benefits of
using the new process. Furthermore, focus on any causal factors that might
disrupt the new process. Make sure to keep the new process in control. Ex.
Measuring plan, Control chart.

Document lessons learned

Documenting the lessons learned is one of the last steps in the project
closure. This review is often  formal and documentation conducted by
SMEs and process knowledge individuals.
tuple index out of range

 Good questions to ask:

o How effective was the data used?
o The confidence that the process we used to come up with the
solutions is repeatable?
o How confident are we that the new process will have lasting
success?

Summarize future plans

 Plan the future data collection.
o How did actual implementation data compare to what was
forecast? Did we get the improvements we were after?
 Get the project savings ($ value) concurrence from the financial
controller
 Update the status to top management
 Communicate to everyone involved in the project – it’s time to
celebrate!
 Recognize the team

Control Phase of DMAIC Deliverables

 Process monitoring (Control charts)
 Control plan
 Work Instructions/SOPs
 Training Plan
 Financial savings
 Update the Lessons Learnt database
 Project closure
 Celebrate the success and recognize the team