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 Six Sigma - DfSS LEAN PHASE Activities Tools Activities Tools Activities Tools Project Initiation (Define Strategic Objectives); Develop Project Scope (ID Deliverables, Clarify Financial Benefits); Identify Customer, Identify Customer, Stakeholder and Interview, Survey, QFD, Kano Analysis, Project Planning/Management (ID Stakeholder and Process Interview, Survey, QFD, Kano Analysis, Process Owner Requirements; Project Roadmap, Thought Process Maps, CTQ Flow Diagram, Resources, Complete Project Charter, Owner Requirements; CTQ Flow Diagram, SIPOC, Process Problem Statement, CTQ, Big “Y” Process Map, Charter, Multi- SIPOC, Team Charter, Customer Needs Timeline); Identify the Customers (Target Problem Statement, CTQ, Maps, Team Charter, Customer Needs Musts, Wants, Constraints, Scope, generation Plan DEFINE Matrix, Affinity Diagram, Data Mining Segments, Internal vs. External, Big “Y” Musts, Wants, Matrix, Affinity Diagram, Data Mining Timing Stakeholder Analysis, Customer Constraints, Scope, Timing Prioritization); Cross Functional Team Formed

Identify what is important to the customer; Translate Customer Requirements to Define Performance Standard Z-Tables, Pareto, SPC Charts, Normality Critical to Quality Parameters; Prioritize Customer Research, Quality Value Stream Maps, Lean Assessment, “Baseline”; Baseline DPMO, Sigma, Define Current Performance Tests, Process Maps, RTY, FMEA, Critical to Quality Parameters and Function Deployment, FMEA, Lean Metrics, Visual Management, COPQ Opportunity, KPOV "Baseline"; Define Current MSA, Hypothesis Tests, Time Series Establish Acceptable Range; Perform Opportunity Analysis, Control Charts, Check Sheets, MSA; Takt Identification; Validate Measurement State; Validate Performance Plots, Checksheets, Minitab (Quality Competitive Assessment; Determine Benchmarking, Kano Models, Time, Cycle Time, Throughput Time, System (POVs); Determine Product Objectives Tools), Sample Size, Normality Tests Measurement Protocols, Needs, etc…; Attribute Charts Benchmarking Capability Identify Noise Variables at the Customer;

MEASURE MEASURE / IDENTIFY Develop a product use profile

Benchmarking, Hypothesis Tests, Formulate Concept Design; Identify Entitlement Analysis, Literature Review, Potential Risks; For Each Technical Pugh Selection Matrix, Risk FMEA, Hypothesis Tests, C&E Diagram, Requirement, Identify Design Parameters Assessment, FMEA, DOE, 8 Wastes, Process Maps, FMEA, Video Define Performance Objective; Regression, PMAP, Multivariate Study, Identify Sources of Waste & (CTQ’s); Determine Relationships Conjoint Analysis, Benchmarking, Process Maps, Spreadsheet Tools, Identify Variation Sources; Screen SPC Charts, Sample Size, ANOVA, Assess Process Stability / Between CTQ’s and Part/Process House of Quality Matrix II, DfSS Spaghetti Diagrams, Floor Layout, SPC, Potential Causes Concentration Diag., Normality Tests, Capability Parameters (development of transfer Scorecard, Response Surface Breakdown Analysis, Pareto Charts COV, Screening, Conjoint Analysis, functions); Establish Environmental Methodologies ANOVA, Full & Fractional Factorial Constraints

DOE, Blocking, Multi-Vari Charts ANALYZE ANALYZE / CHARACTERIZE

5S, Kaizen Events, Kanban, Total Productive Maintenance, Autonomous Determine Process Capability, Flow-Up Attack and Eliminate Waste, Maintenance, Defect Prevention, Mistake Process Capability to Customer Create Process Stability & Proofing, Andons, Jidoka, Line Balancing, Optimization Designs, Response Surface Requirements and Identify Gaps, Optimize Capability Studies, FMEA, Capability, Create Product / Discover Variable Relationships, TOC/ Bottleneck Analysis, GTA, SMED, Methods, Conjoint Analysis, X-factor Design to Minimize CTQ Sensitivity, Components of Variation, DfSS Service Flow, Allow Establish Operating Tolerances , Flexible / Mixed-Model Production, DOE, Tolerancing, XY Relationship, MSA, Allocate and Set Tolerances, Determine Scorecard, Conjoint Analysis, Customer Pull of Product / Validate Measurement System (PIVs) Cellular Design Cocepts, Point of Use Hypothesis Test Potential Process Risks, Estimate Defect Multi-Response Optimization Service, Establish Standard Storage, ABC Analysis, Heijunka, Work and Failure Rates, Develop Process Work, Establish Performance Balancing, Man-Machine Charts, Standard Control Plan Standards & Scheduling

Time Analysis, Capacity Planning, IMPROVE IMPROVE / OPTIMIZE Scheduling

Control Plans, SOPs, Reaction Plans, Confirm the Business Model; Test and SPC Implementation, FMEA, Mistake- Validate Predictions; Set Process Proofing, Training (New Employee Standards and Specifications; Conform DfSS Scorecard, Statistical SPC Implementation, FMEA, Mistake Training), Document Control System, Implement Controls, Determine Process Capability; Implement Quality Tolerancing , Simulations, Field Implement Controls & Proofing, Training, Document Control Change Management; X-bar & R Charts, Process Capability; Validate & and Reliability Control Plan; Scale-Up Testing; Control Charts, House Performance Measurement; System, Change Management; Impact I & mR Charts, Attribute Data, Charts Translate; Audit and Commercialize Product or Process; of Quality Matrix III, Quality Validate and Translate; Audit Validation (DPMO, COPQ, Dashboard (p, np, u, c), Minitab (Quality Tools); Implement on-going Performance Plan Metric); Audit Format Impact Validation (DPMO, COPQ, Big Monitors; Feedback for Continuous “Y”); Audit Format

Improvement CONTROL / VALIDATE Typical Quick Hit Method 8-D K-T Failure Analysis Activities Tools Activities Tools Activities Tools PHASE

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 DEFINE

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 MEASURE MEASURE / IDENTIFY

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

Analysis, Historical Data Finding Tools ANALYZE ANALYZE / CHARACTERIZE

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 Possible Cause Matrix, IS/ IS Plan, PDCA Cycle, SWOT Root Cause & Escape Point; D6 - SOPs, Visual Management, Improvements (Identify Most Likely Cause) NOT Matrix Analysis Implement & Validate Permanent Training, Implementation Plan,

Corrective Actions (PCAs) Action Item Table, Paynter Chart IMPROVE IMPROVE / OPTIMIZE

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 CONTROL / VALIDATE Internal Environment Strengths Weaknesses List of Activities Major Minor Major Minor

External Environment Opportunity Threat Attractiveness Probability of SuccessSeriousness 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)

Material Project Name Cause & Effect Matrix

Rating of Importance to Customer

Project Outputs

Y 1 Y 2 Y 3 Y 4 Y 5 Y 6 Y 7 Y 8 Y 9 Y

Y 10Y 11Y 12Y 13Y 14Y 15Y Process Step Process Inputs Total 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 max Process Step Failure Mode Failure Effects Causes Controls 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 activity, functional area, or failure or undesirable E C E P required to improve the RPN the action required or V C T N what will the effect be? of the failure? or to detect that the cause has implementing the change other rational grouping outcome for this area? number planned V C occurred? T N

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 Sub Requirement 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 Project Selection Bubble size indicates probability of success (large = high probability) Rating scale criteria should be defined and agreed to prior to rating the projects. 6

Scale: 1 - 5 Range: 1-25 Project Prob of Desireability 5 Proj # Name Effort Impact Success Index 1 Project A 5 4 4 3.2 2 Project B 2 3 4 6.0 4

3 Project C 3 5 4 6.7

4 Project D 3 2 3 2.0 5 Project E 3 1 2 0.7 3

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

0 0 1 2 Bubble Assessment Grid for Project Selection Bubble size indicates probability of success (large = high probability)

1 2 3 4 5 6 7 8 9 10

2 3 4 5 6 Effort Descriptors Six Sigma High High Low

Project Med Med Med Selection Low Low High Tool 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 Descriptors Rating < 3 Mos 5 GO 4 Mos 4 GO 5 Mos 3 Caution 6 Mos 2 Caution > 6 Mos 1 BEWARE

Weighting (weight can be changed based 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