Common Cause vs. Special Cause: What’s the Difference?

Both common and special cause variations can be present in the performance of a process in
the sense that they can both be related to a single cause. Common cause variation is caused
by inherent factors that are part of the process, such as natural variation. Special cause
variation is caused by external factors, such as changes in raw materials or unexpected
events. Both types of variation need to be identified and analyzed in order to reduce their
impact on the process.This difference in type of variation can be attributed primarily to the
fact that common cause variations are expected and normal variations that are not deviating
from the natural order in which a process occurs. Special cause variations, on the other hand,
are unexpected and are caused by some external factor. These variations, if left untreated, can
lead to poor process performance and undesired outcomes. Therefore, it is important to
identify and address both common and special cause variations in order to ensure process
performance and quality. A process remains stable when there are variations caused by
common causes. Special cause variations, on the other hand, have the potential to
dramatically affect the stability of a process. As a result, the common cause variations reflect
the stability of a process, while the special cause variations reflect the instability of a process.
For example, common cause variations in a manufacturing process might come from changes
in the environment, such as temperature and humidity, whereas special cause variations could
come from a change in the raw material supplier or a new operator on the production line.
Common cause variation is caused by the inherent variability of a process. It is always
present and cannot be removed. Special cause variation is caused by an assignable cause. It is
not always present and can be removed.

A Measurement Systems Analysis (MSA) is a method that is used to analyse the variations
present in each type of inspection, measurement, and test equipment used in industry today.
In other words, it is a system that is used to assess the quality of the measurement system. As
a result, we are able to ensure that there is minimal variation in the measurement in
comparison to the variation in the process, using this method.

As part of Six Sigma, measurement plays an important role. An MSA (Measurement System
Analysis) uses mathematics and experiments to determine the extent to which variation
within the measurement process contributes to the overall variability of the process as a
whole. MSA helps to identify sources of variability and determine if the measurement system
is capable of providing accurate and repeatable measurements. The results of MSA can then
be used to improve the measurement system and reduce variability in the end product.

 DMAIC's Measure phase requires us to collect data, but we also have to make sure
that we are collecting the same data consistently and accurately.
o In order to create effective visual tools, such as Pareto Charts, it is necessary
to measure data first. By collecting consistent and accurate data, we can ensure
that the data is representative of the process, not just the current state. This
allows us to make more accurate decisions about how to improve the process,
because we can look at trends in the data over time.
 It is important to collect precise and accurate data during the Improve phase in order
to perform Designs of Experiments and to inform pilot plans. For instance, a Pareto
Chart can be used to identify the most frequent defects in a process, and the data
needed for one would include the number of occurrences for each defect.
  Measurements are used in the control phase to generate data for statistical process
control, which is used to visualize if a process is under control or not.
o Whenever we create visual factories based on data, we will only be as good as
the data we base them on. For example, when creating a visual factory based
on measurements of production rate, a faulty measurement device or incorrect
interpretation of the device data can result in a wrong representation of the
production rate, leading us to make false assumptions about the production
process.

DEFINE

Six Sigma's Define phase (DMAIC) is fundamental to the success of its improvement
process. This phase begins with the selection of the project champion and involves describing
the problem and setting the project goal. The Define phase is approximately two to three
weeks long based on the project inputs.

A lot of individual activities must be completed during the define phase in order to establish
the project. In the Define phase of Six Sigma, a variety of tools and concepts are available.
These include the Project Charter, Voice of the Customer, SIPOC, and Process Mapping.
These tools and concepts help to identify and define the project goals and objectives. The
Project Charter acts as the roadmap for the project and outlines the customer requirements,
project goals, and timeline. Voice of the Customer captures customer requirements and
feedback, while SIPOC and Process Mapping help to map out the processes and identify
areas for improvement. For instance, using SIPOC and Process Mapping, it is possible to
identify and document the inputs, outputs, suppliers, and customers of a given process in
order to identify potential areas for improvement. The Project Charter will include the project
scope, timeline, and budget for the project in order to ensure that the project is completed
according to the customer's expectations. The process can be further improved through
brainstorming and analysis techniques, such as Root Cause Analysis and Failure Modes and
Effects Analysis. Once the process has been improved, the results should be documented.
Finally, the process should be tested to ensure that it works as expected.

MEASURE

As part of DMAIC, the Measure phase is the second step. This phase consists primarily of
defining the baseline. By gathering data and interpreting what the current process is capable
of, we can get the details behind the current state of the project in the Define phase of
DMAIC. This information can then be used to determine what improvements need to be
made. The goal of the Measure phase is to identify areas where changes need to be made to
reach the desired outcome. Measure phase contains a few significant elements. These
elements include the Value stream mapping, Spaghetti Diagram, Cause and Effect Matrix,
Data Collection Plan, Data Collection Tools, and Performance Metrics. For example, a Data
Collection Plan would detail the type of data that needs to be collected and how it is to be
collected, while a Performance Metric would establish the criteria for determining the
effectiveness of the changes made. A Value stream map can be used to identify the cycle time
and number of steps in a process and identify areas where time can be saved and process
steps can be eliminated. With these elements in place, the team can accurately measure the
performance of the process and identify areas for improvement. The data collected can then
be analysed to identify trends and correlations that can lead to improvements in the process.
Once the analysis is complete, the team can use the results to make decisions about how to
best move forward with the project.

ANALYSE

During the Analyse phase, DMAIC is broken down into three phases. As part of the Analyse
phase, one of the main activities is to identify the potential and actual root causes of the
problem. To put it another way, let's identify and fix the root causes based on data obtained
from the Measure Phase.

It is crucial for the project team to understand the problem statement clearly during the
measure phase of DMAIC. The Analyse phase of a six sigma project involves the use of
various statistical tools in order to identify the root cause(s). This understanding helps the
team to determine the best course of action. The tools used in this phase include hypothesis
tests, correlation analysis, and regression analysis. These help to identify the root cause and
enable the team to develop an effective solution. For instance, hypothesis tests can be used to
determine whether a process is operating within specified limits, while correlation analysis
can help determine the relationship between two variables and determine which variables
have the greatest impact on the process. In the analyse phase the following tools can be
applied : Brainstorming, 5 Whys, Fishbone Diagram, Fault Tree Diagram, Affinity Diagram,
Interrelationship Diagram, FMEA. Pareto Analysis can be used to identify the main causes of
a problem, while Control Charts can be used to monitor process performance over time.
Statistical Process Control (SPC) can also be used to detect and correct process variations.
With Pareto Analysis, the causes of a problem are arranged in order of importance, allowing
you to prioritize solutions and focus on the most significant causes first. For instance, the 5
Whys tool can be used to explore the cause and effect of the problem by asking "why" five
times to get to the root cause. From the other hand the Fishbone Diagram can be used to
identify potential root causes of a problem, by categorizing them into main categories and
subcategories. This analysis can be used to identify the most effective solutions that will lead
to the greatest improvement in the problem. Additionally, it can help to identify correlations
between different causes and identify efficient solutions that address multiple causes at the
same time.

STATISTICAL ANALYSIS

Statistical analysis plays a key role. It helps to understand how variables interact and how
changes in one variable affect the other. By analysing data, organizations can make better
decisions, improve their operations, and gain a competitive edge. Statistical analysis can also
be used to identify trends and to forecast outcomes. It can reveal correlations between
variables that would otherwise go unnoticed. Additionally, it can help to identify areas for
improvement and provide insights that can be used to strategically guide an organization. For
instance, organizations can use statistical analysis to determine how to best allocate
resources, such as marketing and development, in order to maximize profits.

IMPROVE
DMAIC's fourth phase is improve. This phase of DMAIC focuses on finding solutions to the
problems identified in phases one, two, and three. The focus of this phase is eliminating the
root causes and implementing improvements. An action plan should be developed during this
phase to ensure that the improvements are implemented correctly. The team should also track
the results of the improved process to ensure that the changes are effective. Finally, the
changes should be documented so that the process can be easily replicated in the future.

By analyzing the data in the Analysis Phase of DMAIC, Six Sigma teams can now make
informed decisions to develop a solution. To validate the conclusions and ensure success,
best practices include running a pilot.

Based on resources available for implementing the solution, the Improve phase typically
takes 8 to 10 weeks. Implementing solutions requires top management support, especially in
terms of budget and resources.

In the Improve phase, you identify and prioritize improvement items. Multiple tools and
concepts are available in the Improve phase of Six Sigma. For instance, brainstorming, design
of experiments, and failure mode and effects analysis can be used to identify and prioritize
improvement items. Solutions can also be identified by the following tools: Brainstorming,
Affinity Diagram, Poka-Yoke, 5S, Talk Time. For instance, the Poka-Yoke technique is used
to find ways to avoid mistakes and errors when performing a process by creating reminders,
alarms and checklists. 5S is a system to organize a workspace for efficiency and
effectiveness. It does this by identifying and storing the items used, maintaining the area and
items, and sustaining the new order. These improvement items are then evaluated and
implemented according to their importance. The goal is to reduce variation, improve
processes, and increase customer satisfaction. The Improve phase is concluded by monitoring
the results of the changes made. These changes should be monitored and measured to ensure
that the desired results are being achieved. If needed, further adjustments should be made to
maintain the desired performance. Finally, the results of the improvements should be
documented and shared with stakeholders.

CONTROL

A DMAIC process concludes with the Control phase. This phase focuses on controlling the
improved process. Essentially, the purpose of the control phase is to ensure that the new
process is implemented and that it does not revert to old practices. During the control phase, a
plan is developed to monitor the implementation of the new process. This plan should include
methods for data collection, analysis, and feedback. The data collected during the control
phase can be used to identify areas for further improvement, if needed.

In the control phase of DMAIC, the focus is on implementing any changes we have decided
on in the improve phase. Having successfully implemented and maintained the new process,
we have positioned it for success. Also, the new owner successfully assumed all
responsibilities.

Owners are responsible for enforcing the new process at the end of the Control phase. The
team should then evaluate the process to ensure it is running smoothly and is providing the
desired results. If the results are not satisfactory, they should use the DMAIC process again to
further improve the process. Finally, the team should document the process and its results for
future reference.
There are several goals in the control phase. These goals include developing a control plan,
validating the solution, performing statistical process control, implementing the plan,
completing a cost-benefit analysis, closing the project by celebrating the success, and
recognizing the project team.

LEAN vs SIX SIGMA

Originally, Six Sigma was a methodology for improving processes. Motorola used it in
manufacturing for the first time. As a result, it has been used in almost every industry since
then. An essential component of any organization's success is continuous process
improvement.

It is the goal of Six Sigma to reduce variance and errors in production processes. The reason
for this is that processes without consistent dependability eventually lead to errors and
defective products. As a result of reducing variance, products and services are of higher
quality.

In order to achieve this goal, the defect rate must be reduced to 3.4 per million opportunities.
In other words, that is the Six Sigma standard.

For those who learn Six Sigma, different belt classifications are available. These belts are
ranked in order of depth of knowledge: White Belt, Yellow Belt, Green Belt, Black Belt, and
Master Black Belt.

The Six Sigma methodology is based on two main methods. A data-driven, fact-based
approach is used in both approaches to identify and eliminate process defects.

There are two main approaches for correcting issues in existing processes. The first is
DMAIC (define, measure, analyze, improve, and control). Second, DMADV (define,
measure, analyze, design, verify) is used to create new processes. Six Sigma is about
monitoring the supply chain for defects, identifying issues, and solving them effectively. This
approach involves monitoring processes, measuring performance, and taking corrective
action when necessary. Additionally, Six Sigma focuses on continuously improving processes
to ensure quality and efficiency.

Lean methodology, on the other hand, focuses entirely on eliminating waste in order to
provide maximum value to customers at the lowest possible cost. Toyota's Business System
was the first to use the term "Lean" to describe a business philosophy that helped the
company run at maximum efficiency. During this process, new processes are guided and
resources are allocated according to the organization's needs. A key difference between Lean
and Six Sigma is that Lean is often applied across all aspects of a business rather than just
manufacturing. Lean emphasizes the importance of reducing waste, increasing customer
value, and empowering workers. Six Sigma, on the other hand, focuses more on statistical
analysis and process control. Lean is better suited for companies looking to make quick,
sweeping changes while Six Sigma is better for companies looking for long-term
improvements in quality.

The Difference Between Lean Six Sigma and Six Sigma.

Streamlining processes and offering customers as much value as possible are ideal conditions
for Lean Six Sigma. The DMAIC method's phased approach and clear roadmap make it a
valuable tool not just for defect prevention as with traditional Six Sigma methodologies, but
also for many other business cases.

Throughout the years, the line between Lean and Six Sigma has blurred and completely new
methods and philosophies have emerged. In Six Sigma, companies will need experts who can
help them manage these intricate refinements. Lean and Six Sigma are now used in
conjunction with one another to create a more balanced approach. Companies must recognize
the need for experts who can understand the complexities of this combination and provide
solutions that are tailored to their business objectives. For example, a Six Sigma expert might
be able to help a company identify and eliminate wasteful processes, while a Lean expert
could assist with streamlining production and increasing efficiency.

5 PRINCIPLES OF LEAN THINKING

1. Define Value

Understanding value is the first step in defining customer value. The customer's willingness
to pay is what determines value. To understand the actual needs of customers, it is crucial to
discover their latent needs. There are times when customers don't know what they want or
cannot articulate what they want. New products or technologies often suffer from this
problem. A variety of methods, such as interviews, surveys, demographics, and web
analytics, can be used to discover what customers value. With the help of these qualitative
and quantitative approaches, you can uncover what the customers want, how they would like
to receive the product or service, and the price they are willing to pay. For instance, surveys
can be used to collect data on customer preferences for product features, such as color or size,
as well as their preferences for price points, delivery options, and payment methods.

2. Map the Value Stream

Value stream identification and mapping are the second Lean principles. A reference point
for this step is the customer's value and all the activities that contribute to it. Waste is defined
as any activity that doesn't add value to the customer. There are two types of waste: non-
value added but necessary and non-value & unnecessary. It would be better to eliminate the
latter and reduce the former as much as possible. It is possible to do this by reducing and
eliminating unnecessary processes or steps, ensuring that your customers get precisely what
they are looking for while at the same time reducing the cost of producing that product. For
example, an automobile manufacturer may eliminate unnecessary steps in the assembly
process such as additional inspections or unneeded packaging materials, thereby reducing
both waste and costs.
3. Create Flow

Following the removal of wastes from the value stream, it is necessary to ensure that the rest
of the steps run smoothly without interruption or delay. There are several ways to ensure
value-adding activities flow smoothly, including adding multi-skilled employees,
reorganizing production steps, leveling out the workload, establishing cross-functional
departments, and breaking down steps. These changes can help to reduce delays and increase
efficiency. Additionally, implementing quality control measures can help ensure that the
product meets the customer's expectations. Finally, communication between departments
should be encouraged to ensure that all processes proceed as smoothly as possible.

4. Establish Pull

A production system's inventory is one of its biggest wastes. Pull-based systems minimize
inventory and work in progress (WIP) items, while ensuring that all materials and
information are readily available to guarantee a smooth workflow. Essentially, a pull-based
system allows for Just-in-Time delivery and manufacturing with products being created at the
time and in the quantity required. Customer needs are always the basis for the development of
pull-based systems. In order to ensure that the products produced will satisfy the needs of the
customers, you should follow the value stream and work backwards through the production
system. This allows for greater efficiency and flexibility in the production process. It also
gives customers the ability to customize products to their exact needs. Additionally, it
reduces production waste and costs.

5. Pursue Perfection

To prevent wastes, the following four steps must be accomplished: 1) identifying value, 2)
mapping the value stream, 3) creating flow, and 4) implementing a pull system. There is one
step, however, that is the most important of all: pursuing perfection. Organizational culture is
transformed by Lean thinking and continuous process improvement. Providing products that
satisfy the needs of customers requires every employee to strive for perfection. Every day, the
company should strive to become a better organization.

For example, this can be done by using customer feedback to identify areas that need
improvement, and then working with employees to develop solutions to those problems.

Applying the Principles

An organization's efficiency and effectiveness can be enhanced by following the five Lean
principles. Lean helps managers uncover inefficiencies and increase customer value in their
organizations. A continuous improvement culture and better flow in work processes are
encouraged by the principles. As an organization practices all 5 principles, it gets a
competitive edge, improves the value it delivers to customers, decreases its costs of doing
business, and increases profitability.