Having the right tool makes the difference between success and failure.
—H. James Harrington
In this section we present the key body of knowledge for advanced nonstatistical tools that all LSSBBs will be using the most often. In Section 5 we present the advanced statistical tools that are used most often by LSSBBs. In these two sections we provide you with the tools to solve your most difficult problems and take advantage of the many opportunities to improve your processes. The tools in these two chapters are in addition to the tools that a potential LSSBB should already have mastered as an SSGB. As an LSSBB, it is essential that you are competent at using these tools in order to lead your LSS project teams. We liken using just the basic Green Belt tools to improve complex opportunities for improvement to trying to build a house using just a yardstick, hammer, and handsaw. It can be done, but the quality of the results will be poor, it will take a long time to do it, and the costs will be high. Today a professional builder wouldn’t think about building a house without using power saws, power hammers, power screwdrivers, and laser measurement tools. If you use these power tools to build a house, the result will be that the construction will be done faster, with higher quality and lower costs. Similarly, these additional tools provide the LSSBB with the means and power to define the very best solution to complex situations.
The tools in Section 4 are presented in alphabetical order. Most of these tools are first defined, and then you are instructed on how to use them. Next, you are provided with examples of how they have been used before. The content of the chapters that make up this section include
There are three main objectives for learning the LSSBB methodology:
To become an SSGB, you learned how to use the DMAIC approach to problem solving that was developed to minimize process variation. In addition, you were introduced to the following basic problem-solving tools:
Note: In addition, an SSGB was introduced to many statistical tools.
As an active SSGB, we hope you have had a chance to use most of these tools in solving problems within your organization. The tools that were presented in the SSGB classes are the most commonly used tools, and they are designed to solve most of the problems that are assigned to a Six Sigma Team.
As an LSSBB, you will be required to have expanded skills that will prepare you to solve the most complex problems. You will also learn how to effectively use the DMADV problem-solving approach that focuses on designing a total new process or product. DMADV is the Six Sigma approach to adapting process re-engineering to the Six Sigma philosophy. DMADV is used when the DMAIC approach will not produce the required level of improvement. It is designed to bring about a drastic improvement in performance. While DMAIC focuses on reducing variation, DMADV focuses on changing the performance level of the product or process. Figures S4.1 and S4.2 will help you understand the difference between the results of decreasing variation and improving the total process.
In the case of decreasing variation, the centerline remains the same but the amount of variation above the centerline is greatly reduced. In the case of total process improvement, the focus is not on decreasing variation but changing the position of the centerline.
As an LSSBB, you will need to understand the following 26 advanced nonstatistical tools. (In Section 5 we will discuss the additional advanced statistical tools that an LSSBB needs to understand and be able to use.) These 26 tools can and should be applied to both the DMADV and DMAIC problem-solving approaches. In fact, an LSSBB is often required to teach these tools to the members of a Six Sigma Team when they are needed to solve a problem. So it is imperative that as an LSSBB you understand these tools thoroughly. It is for this very reason that we have set aside a large part of this book to discuss these 26 tools. You will find all of these tools useful in working with both the DMAIC and DMADV methodologies.
Reduced process variation.
Setting a new level of performance.
For ease of reference, the tools are presented in alphabetical order rather than in the order they would be used in solving a problem.
Table S4.1 defines what phase in the two Six Sigma methodologies that each GB and LSSBB tool is most apt to be used in. This does not indicate that the tool should be used each time a project goes through the indicated phase; in fact, some of the tools may not be used in 1 in 10 projects that go through the indicated phase.
The tools that we present in the next chapters use many different types of graphs, tables, charts, diagrams, and statistical formulas that are time-consuming to use and prepare. To aid you in using these tools, a number of software packages are available, and newly upgraded ones are coming out all the time.
The two most frequently used software applications for statistical analysis are Minitab and JPM/SAS. These software applications give thorough statistical analysis results. They are both advanced tools, and users should have more than an introduction to statistics understanding in order to avoid making invalid decisions.
Software applications have been written for many Six Sigma tools. Software has been written to help use the tools listed in Table S4.2.
Basic Tools
Tool | D | M | A | I | C | D | M | A | D | V | ||
---|---|---|---|---|---|---|---|---|---|---|---|---|
Affinity diagrams | X | X | ||||||||||
Benchmarking of processes | X | X | ||||||||||
Brainstorming | X | X | ||||||||||
Bureaucracy elimination methods | X | X | ||||||||||
Cause-and-effect analysis | X | X | X | X | ||||||||
Check sheets | X | X | X | |||||||||
Conflict resolution | X | X | X | X | X | X | X | X | X | X | ||
Cycle time analysis | X | X | X | X | ||||||||
Failure mode and effects analysis | X | X | X | X | X | |||||||
Fast-action solution technique (FAST) | X | X | X | X | X | X | X | X | ||||
Five S’s | X | X | X | X | X | |||||||
Flowcharts | X | X | X | X | X | X | X | X | X | |||
Foundations of Six Sigma | X | X | X | X | ||||||||
Force field analysis | X | X | ||||||||||
Graphs and charts | X | X | X | X | X | X | X | X | ||||
Histograms | X | X | X | X | X | X | X | |||||
Kano model | X | X | X | |||||||||
Matrix diagrams/decision matrices | X | X | ||||||||||
Measurement in Six Sigma | X | X | X | X | ||||||||
Nominal group techniques | X | X | X | X | ||||||||
Organizational change management | X | X | X | X | ||||||||
Pareto analysis | X | X | X | X | X | X | ||||||
Plan-Do-Check-Act | X | X | X | X | X | X | X | X | ||||
Prioritization matrix | X | X | X | |||||||||
Project management | X | X | X | X | X | X | X | X | X | X | ||
Quality function deployment | X | X | ||||||||||
Reliability management systems | X | X | X | X | X | X | X | |||||
Root cause analysis | X | X | X | X | X | X | X | X | ||||
Scatter diagrams | X | X | X | X | X | X | X | |||||
Selection matrix | X | X | X | |||||||||
SIPOC (Supplier, Input, Process, Output, Customer) | X | X | ||||||||||
SWOT | X | X | ||||||||||
Theory of constraints | X | X | X | X | X | X | X | |||||
Value stream mapping | X | X | X | X | X | X | X | X | X | |||
5W’s | X | X | X | X | X | X | X | X | ||||
5W’s and 2H’s | X | X | X | X | X | X | X | X |
Many applications cover more than one of these categories. While many different companies offer specialized and global applications, there is no one program in a category that is best. The choice of a program is dependent on the individual and/or company’s preferences. The applications listed here are not meant to be all-inclusive, and they are only offered as a reference for what is available at the writing of this book.
Tools with Software Programs Available
Affinity diagram/KJ analysis | Pareto |
Analysis of variance (ANOVA) | Poka-yoke |
Brainstorming | Process mapping |
Capability indices/process capability | Project charter |
Cause and effect | QFD/House of Quality |
Control charts | Regression |
Design of experiments (DoE) | Risk management |
FMEA | Sampling/data |
Graphical analysis charts | SIPOC/COPIS |
Hypothesis testing | Statistical analysis |
Kano analysis | Value stream mapping |
Measurement systems analysis (MSA)/gauge R&R | Variation |
Normality | Templates |
While it is impossible to describe all of the software applications that are available, the following list is a sample of functions for which applications have been written. The software in each category is listed in alphabetical order:
− Excel
− PowerPoint
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