Method Key Points Bottom Line

Robust methodology for improving existing

DMAIC processes, focuses on preventing defects Core Methodology
Major Effort/ SOAR
Robust methodology for designing new processes/ Initiative, Complement
DfSS products/ services or redesigning entitled processes DMAIC

Robust methodology for improving existing Major Effort/ SOAR

processes through elimination of waste and Initiative, Complement
Lean bottlenecks, focuses on product/ service value stream DMAIC
Compact Methodology for improving existing
processes, focuses on improvement of small, Resolving a quick find, en
TOCI previously-identified "quick hits" lieu of DMAIC
Compact methodology for improving existing Eliminating special cause,
processes, focuses on containing problems and Within DMAIC Measure/
8-D eliminating special cause Analyze or Stand-alone
Kepner-
Tregoe Compact methodology for improving existing Eliminating special cause,
Problem processes, focuses on determining why an variance Within DMAIC Measure/
Analysis from the expected result is observed Analyze or Stand-alone
Other Theory of Constraints, TRIZ (Inventive Problem
Methods to Solving), KT Situational Appraisal, KT Decision
consider Analysis, KT Potential Problem Analysis Varies
 Six Sigma - DMAIC
PHASE Activities
Identify Customer, Stakeholder and
DEFINE
Process Owner Requirements;
Problem Statement, CTQ, Big “Y”
Musts, Wants, Constraints, Scope,
Timing
MEASURE / IDENTIFY
Define Performance Standard
“Baseline”; Baseline DPMO, Sigma,
COPQ Opportunity, KPOV
Identification; Validate Measurement
System (POVs); Determine Product
Capability
ANALYZE / CHARACTERIZE
Define Performance Objective;
Identify Variation Sources; Screen
Potential Causes
IMPROVE / OPTIMIZE
Optimization Designs, Response Surface Requirements and Identify Gaps, Optimize Capability Studies, FMEA,
Discover Variable Relationships,
Methods, Conjoint Analysis, X-factor
Establish Operating Tolerances ,
Tolerancing, XY Relationship, MSA,
Validate Measurement System (PIVs)
Hypothesis Test
CONTROL / VALIDATE
Implement Controls, Determine
Process Capability; Validate &
Translate; Audit
Six Sigma - DfSS
Tools Activities
Project Initiation (Define Strategic
Objectives); Develop Project Scope (ID
Deliverables, Clarify Financial Benefits);
Interview, Survey, QFD, Kano Analysis, Project Planning/Management (ID
Project Roadmap, Thought
Process Maps, CTQ Flow Diagram, Resources, Complete Project Charter,
Process Map, Charter, Multi-
SIPOC, Team Charter, Customer Needs Timeline); Identify the Customers (Target
generation Plan
Matrix, Affinity Diagram, Data Mining Segments, Internal vs. External,
Stakeholder Analysis, Customer
Prioritization); Cross Functional Team
Formed
Identify what is important to the customer;
Translate Customer Requirements to
Z-Tables, Pareto, SPC Charts, Normality Critical to Quality Parameters; Prioritize
Tests, Process Maps, RTY, FMEA, MSA, Critical to Quality Parameters and
Hypothesis Tests, Time Series Plots, Establish Acceptable Range; Perform
Checksheets, Minitab (Quality Tools), Competitive Assessment; Determine
Sample Size, Normality Tests Measurement Protocols, Needs, etc…;
Identify Noise Variables at the Customer;
Develop a product use profile
Benchmarking, Hypothesis Tests,
Formulate Concept Design; Identify
Entitlement Analysis, Literature Review,
Potential Risks; For Each Technical
FMEA, Hypothesis Tests, C&E Diagram,
Requirement, Identify Design Parameters
Regression, PMAP, Multivariate Study,
(CTQ’s); Determine Relationships
SPC Charts, Sample Size, ANOVA,
Between CTQ’s and Part/Process
Concentration Diag., Normality Tests,
Parameters (development of transfer
COV, Screening, Conjoint Analysis,
functions); Establish Environmental
ANOVA, Full & Fractional Factorial
Constraints
DOE, Blocking, Multi-Vari Charts
Determine Process Capability, Flow-Up
Process Capability to Customer
Design to Minimize CTQ Sensitivity, Components of Variation, DfSS
Allocate and Set Tolerances, Determine Scorecard, Conjoint Analysis,
Potential Process Risks, Estimate Defect Multi-Response Optimization
and Failure Rates, Develop Process Control
Plan
Control Plans, SOPs, Reaction Plans, SPC
Confirm the Business Model; Test and
Implementation, FMEA, Mistake-
Validate Predictions; Set Process
Proofing, Training (New Employee
Standards and Specifications; Conform
Training), Document Control System,
Process Capability; Implement Quality and
Change Management; X-bar & R Charts,
Reliability Control Plan; Scale-Up and
I & mR Charts, Attribute Data, Charts (p,
Commercialize Product or Process;
np, u, c), Minitab (Quality Tools); Impact
Implement on-going Performance
Validation (DPMO, COPQ, Big “Y”);
Monitors; Feedback for Continuous
Audit Format
Improvement
Tools
Customer Research, Quality
Function Deployment, FMEA,
Opportunity Analysis,
Benchmarking, Kano Models,
Attribute Charts
Pugh Selection Matrix, Risk
Assessment, FMEA, DOE,
Conjoint Analysis, Benchmarking,
House of Quality Matrix II, DfSS
Scorecard, Response Surface
Methodologies
DfSS Scorecard, Statistical
Tolerancing , Simulations, Field
Testing; Control Charts, House of
Quality Matrix III, Quality Plan
LEAN
Activities Tools
Identify Customer,
Stakeholder and Process Interview, Survey, QFD, Kano Analysis,
Owner Requirements; CTQ Flow Diagram, SIPOC, Process
Problem Statement, CTQ, Maps, Team Charter, Customer Needs
Big “Y” Musts, Wants, Matrix, Affinity Diagram, Data Mining
Constraints, Scope, Timing
Value Stream Maps, Lean Assessment,
Define Current Performance
Lean Metrics, Visual Management,
"Baseline"; Define Current
Control Charts, Check Sheets, MSA; Takt
State; Validate Performance
Time, Cycle Time, Throughput Time,
Objectives
Benchmarking
8 Wastes, Process Maps, FMEA, Video
Identify Sources of Waste &
Process Maps, Spreadsheet Tools,
Assess Process Stability /
Spaghetti Diagrams, Floor Layout, SPC,
Capability
Breakdown Analysis, Pareto Charts
5S, Kaizen Events, Kanban, Total
Productive Maintenance, Autonomous
Attack and Eliminate Waste,
Maintenance, Defect Prevention, Mistake
Create Process Stability &
Proofing, Andons, Jidoka, Line Balancing,
Capability, Create Product /
TOC/ Bottleneck Analysis, GTA, SMED,
Service Flow, Allow
Flexible / Mixed-Model Production, DOE,
Customer Pull of Product /
Cellular Design Cocepts, Point of Use
Service, Establish Standard
Storage, ABC Analysis, Heijunka, Work
Work, Establish Performance
Balancing, Man-Machine Charts, Standard
Standards & Scheduling
Time Analysis, Capacity Planning,
Scheduling
SPC Implementation, FMEA, Mistake
Implement Controls & Proofing, Training, Document Control
Performance Measurement; System, Change Management; Impact
Validate and Translate; Audit Validation (DPMO, COPQ, Dashboard
Metric); Audit Format
 Typical Quick Hit Method 8-D K-T Failure Analysis
Activities Tools Activities Tools Activities Tools PHASE

DEFINE
4-Block, Stakeholder Analysis, D1 - Recognize a Need for 8-D Business Data Analysis, Team
Problem Definition, Project Business Metrics and Process
SIPOC, In/Out Frame Tool, VOC and Establish a Team; D2 - Charter; Is/Is Not, Pictures, Recognize a Problem
Scoping Monitoring
Analysis, CTQ Tree Describe the Problem Problem Statement, 4-block

MEASURE / IDENTIFY
Detail Current process, Establish Describe the Problem (State IS/ IS NOT Matrix, WHAT/
Process Maps, Cause & Effect D3 - Develop Interim
Baseline, Identify Potential Containment Plan Problem as an Unknown, Specify WHERE/ WHEN/ EXTENT
Diagrams Containment Action (ICA)
Causes Problem) (Distinction - Change) Matrix

ANALYZE / CHARACTERIZE
C&E Diagram, Process Maps, Process Experts, Process Maps,
Determine Root Causes, Prioritize Cause & Effect Diagrams, Cause D4 - Define & Verify Root Cause
FMEA, 5 Whys, DOE, Conjoint Identify Possible Causes Data Analysis Tools, Fact-Finding
Causes for Action & Effect Matrix and Escape Point
Analysis, Historical Data Tools

IMPROVE / OPTIMIZE
D5 - Choose & Verify Permanent Mistake Proofing, Error Proofing,
Brainstorming, Pugh Matrix, Pilot Corrective Actions (PCAs) for Machine Settings, Specifications,
Develop Action Plan for Evaluate Possible Causes (Identify Possible Cause Matrix, IS/ IS
Plan, PDCA Cycle, SWOT Root Cause & Escape Point; D6 - SOPs, Visual Management,
Improvements Most Likely Cause) NOT Matrix
Analysis Implement & Validate Permanent Training, Implementation Plan,
Corrective Actions (PCAs) Action Item Table, Paynter Chart

CONTROL / VALIDATE

Develop Implementation Plan, D7 - Prevent Recurrence; D8 - Mistake Proofing, SPC, Control DOE, Simulations, other active
Develop Control Plan, Develop 4-Block, Communication Plan Recognize Team & Individual Plans, SOPs; Communication Confirm the True Cause tests, tools of DMAIC Improve/
Communication Plan Contributions Plan, Management Involvement Control phases
 Internal Environment
Strengths Weaknesses
List of Activities Major Minor Major Minor

External Environment
Opportunity Threat
Attractiveness Probability of Succe Seriousness Probability of Occurrence
 Six Sigma Project Charter Template
Project Name
Business Unit
Department
Start Date
Project Budget

Project Stakeholder Name Contact Information

Phone number e-mail
Project Champion
Process Owner
Black/ Green Belt
Team Members

Process Name

Product/ Service Description

Objective
Project Y Baseline Goal Entitlement

Project Scope Statement

Assumptions/ Constraints/ Risk

Benefits

Scheduale
Project Name

Suppliers Inputs Process Outputs

Providers of the Resources High Level Process Process
Resource Required Requirements Description Deliverables
What inputs are required
Who supplies the input to enable the process
1 1
2 Start

Process

End
 Customers GAPS
Requirements Stakeholders Action Plan Timing Responsibility
Project Name

Management Man Method

Cause Cause

Cause
Cause Cause

Cause
Cause
Cause
Cause

Cause Cause Cause

Cause

Cause

Cause

Measurement Machine Material

Effect
(Y)
 Project Name
Cause & Effect Matrix

Rating of Importance to
Customer
Project Outputs

Y 10

Y 11

Y 12

Y 13

Y 14

Y 15
Y1

Y2

Y3

Y4

Y5

Y6

Y7

Y8

Y9

Total
Process Step Process Inputs
1 Process Step 1 0
2 Process Step 1 0
3 Process Step 1 0
4 Process Step 2 0
5 Process Step 2 0
6 Process Step 2 0
7 Process Step 2 0
8 Process Step 3 0
9 Process Step 3 0
10 0
11 0
12 0
13 0
14 0
15 0
16 0
17 0
18 0
19 0
20 0
21 0
22 0
23 0
Total 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

The role of Cause and Effect Matrix is to identify the inputs for FMEA. The input
variables with the highest total should be the first transferred to FMEA
Process/Product Failure Modes and Effects Analysis

Process or Product
Name Prepared by
Responsible Date

use
Process Step Failure Mode Failure Effects Causes Controls max
SEV
Action Resp Timing P P P P
S O D R
What controls are in place to E C E P
May be process step, general What is the potential S O D R What specific actions are When is completion of
If the failure mode occurs, What is/are the cause/s prevent the cause from occuring Who will be accountable for V C T N
activity, functional area, or failure or undesirable
what will the effect be? E of the failure? C or to detect that the cause has E P required to improve the RPN
implementing the change
the action required or
other rational grouping outcome for this area? V C T N number planned
occurred?

0 0

0 0

0 0

0 0

0 0

0 0

0 0

0 0

0 0

0 0
Capability Summary
Project Name
Process or Product
Name Prepared by
Responsible Date

Customer
Measurement %R&R or Upper Lower Sample
Requirement Target Cp Cpk Date Actions
Technique P/T Ratio Specification Specification Size
(Output Variable)

Key Process Output Variable

Process Control Plan

Process or
Product Name Prepared by
Responsible Date

Specification/
Variable
Requirement
Sub
Specification Measuremen Frequenc Control Decision Rule/
Process Process Sample Size
Characteristic t Method y Method Corrective Action
Step KPOV KPIV LSL Target USL
 Six Sigma Project Selection Grid Bubble Assessment Grid for
Bubble size indicates probability o
Rating scale criteria should be defined and probability
agreed to prior to rating the projects. 6

Scale: 1 - 5 Range: 1-25

5
Project Prob of Desireability
Proj # Name Effort Impact Success Index
1 Project A 5 4 4 3.2 4
2 Project B 2 3 4 6.0
3 Project C 3 5 4 6.7

Impact
4 Project D 3 2 3 2.0 3
5 Project E 3 1 2 0.7
6 Project F 2 3 5 7.5
7 Project G 5 1 3 0.6 2
8 Project H 2 3 1 1.5
9 Project I 1 5 4 20.0
10 Project J 4 4 2 2.0 1

0
0 1 2 3

Effort
ubble Assessment Grid for Project Selection
size indicates probability of success (large = high
probability)

1
2
3
4
5
6
7
8
9
10

1 2 3 4 5 6

Effort
 Descriptors
Six Sigma High High Low

Project Med Med Med

Selection
Tool Low Low High

Weighting (weight can be changed based on business conditions)

20% 10% 30%

Probability of Resources
Project Business Impact Success Required
Project A 5 5 2
Project B 5 4 5
Project C 5 2 4
Project D 2 4 3
Project E 3 3 5
Project F 2 5 1
Project G 2 4 3
Project H 1 3 3
Project I 2 2 2
Project J 1 1 4
 Rating
< 3 Mos 5 GO
4 Mos 4 GO
5 Mos 3 Caution
6 Mos 2 Caution
> 6 Mos 1 BEWARE

on business conditions) click to

30% sort

Time to Complete Total

5 3.60
3 3.80
5 3.90
5 3.20
3 3.30
1 1.50
1 2.00
4 2.60
4 2.40
5 3.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00