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SIX SIGMASIX SIGMA
Assoc. Prof. Dr. Rashid A. SaeedSudan University of Science and Technology (SUST)
rashid.saeed@sustech.edu
• PhD Comm Eng., UPM
• Senior Researcher – Telekom
Malaysia R&D
– RF Network Engineers™
certified, WiMAX Forum
Biodata
2
– Core Network Engineer™
Certification, WiMAX Forum
– 6σ Yellow, Green, and Black
Belt, Motorola University
Dr. Rashid A. Saeed
What is Sigma?
3
What is mu?
4Dr. Rashid A. Saeed
Mean shift during process improvement
What is Six Sigma?
• A philosophy and set of methods companies useto eliminate defects in their products andprocesses
• Seeks to reduce variation in the processes thatlead to product defectslead to product defects
• A standard of performance equal to 3.4 defectsper million outputs (i.e. near perfection).
– Most operations are about 2.8 sigma (100,000defects / million).
– Very good operations are about 4 sigma (3,500defects / million).
6Dr. Rashid A. Saeed
Customer Satisfaction
99% Accuracy
Practical Meaning of “99% Good”
• 20,000 lost articles of mail per hour
• Unsafe drinking water almost 15 minutes each day
• 5,000 incorrect surgical operations per week
• 2 short or long landings at most major airports each day
8
• 2 short or long landings at most major airports each day
• 200,000 wrong drug prescriptions each year
• No electricity for almost 7 hours each month
99% Is NOT Good Enough Anymore
Dr. Rashid A. SaeedIs 99% Good ?
6 σ – The Measurement
99.0% = 3.85 σ σ σ σ
99.9996% = 6 σσσσ
9
99.9996% = 6 σσσσ
Is there really a big difference between
99.0% & 99.9996%?
Dr. Rashid A. Saeed
10Dr. Rashid A. Saeed
Sigma vs. DPMO
• 1 sigma – 690,000 DPMO – 31%
• 2 sigma – 308,537 DPMO – 69.14%
• 3 sigma – 66807 DPMO – 93.32%
• 4 sigma – 6210 DPMO – 99.38%• 4 sigma – 6210 DPMO – 99.38%
• 5 sigma – 233 DPMO – 99.97%
• 6 sigma – 3.4 DPMO – 99.99%
When is good is good enough?
Process: A series of tasks or activities whereby one thing (the input) is
changed or used to create something else (the output)
Processes Are Everywhere
else (the output)
Process Vs. Customer
DefectsDefects Acceptable
LSL USL
Customer Requirement
Process Performance
Process Performance And Customer Requirement Often Do Not Match
13Dr. Rashid A. Saeed
> A universal problem-solving methodology (DMAIC)
> A rigorous performance improvement approach
> A customer-focused, data-driven approach to understanding process variation (VOP) and defect reduction (VOC)
> A performance target of 3.4 defects per million opportunities
Six Sigma
Target ValueProcess
14
Upper SpecLimit
Lower SpecLimit
After
Before
Process Center
VOCVOP
Where VOP meets VOC!!! Where VOP meets VOC!!! Dr. Rashid A. Saeed
Probability of Defects
Process Capability
• Process capability=[desired performance]/[actual
performance]
• To increase a process sigma level, you have to decrease
variation.Probability of Defects
If delivery time is
the customer
specification
Delivery time
Re
du
ce v
aria
tion
Too lateToo early
USL&LSL: Upper
& Lower
Specification
Limit
15
Unpredictable
XXXX
XXXX
XX
XX
XXXX
XXXX
XX XX XXXX
Off-Target
XXXX
XX
XX
XX
XX
XXXX
XX
XXXX
XX
Six Sigma Focuses on the Elimination
of Variation
CenterProcess
ReduceSpreadXX
XXXX
XXXX
XX
XXXX
XXXX
XX XX XXXX
On-Target
XX
XX
XXXX
XX
16Dr. Rashid A. Saeed
6 Sigma – The Basic Process
1. Understand the Customer Requirements
2. Reduce Variation Waste Within The Process To Reduce the Defects
17
3. Center the Process Around The Customer Requirements
4. Control The Process
Lean Project Attributes
• Simply stated: “Lean is about moving the Mean.” It focuses on
efficiency.
– Lean reduces average cycle time.
– Lean reduces excess inventory.
– Lean improves average response time.
Improvement
– Lean improves average response time.
18Dr. Rashid A. Saeed
Six Sigma Attributes
• Simply stated: “Six Sigma is about Reducing
Variation.” It focuses on Effectiveness. The
mean will most likely also be improved.
– Decrease defect rate
Improvement
– Decrease defect rate
– Increase Process Yield
19
Process Management
helps us maintain
good results as we
perform our
Mission.
Strategic planning helps us
“focus” on key projects to
reach our Vision.
Mission.Process
Improvement using
the DMAIC
process
20Dr. Rashid A. Saeed
Key Six Sigma Concepts
• Critical to quality: attributes most important to the customer
• Defect: failing to deliver what customer wants• Process capability: what your process can
deliverdeliver• Variation: what customer sees and feels• Stable operations: ensuring consistent,
predictable processes to improve what the customer sees and feels
• Design for six-sigma: designing to meet customer needs and process capability
Six Sigma Approaches
DMADV – Process Design
DMAIC – Process
Improvement
Six Sigma DMAIC
• DMAIC
– Define the project goals and customer (internal andexternal) deliverables
– Measure the process to determine current performance
– Analyze and determine the root cause(s) of the defects
– Improve the process by eliminating defects
– Control future process performance
• When To Use DMAIC
– The DMAIC methodology, instead of the DMADVmethodology, should be used when a product or process isin existence at your company but is not meeting customerspecification or is not performing adequately.
23Dr. Rashid A. Saeed
Six Sigma DMADV• DMADV
– Define the project goals and customer (internal andexternal) deliverables
– Measure and determine customer needs andspecifications
– Analyze the process options to meet the customer needs
– Design (detailed) the process to meet the customer needs– Design (detailed) the process to meet the customer needs
– Verify the design performance and ability to meetcustomer needs
• When To Use DMADV
– A product or process is not in existence at your companyand one needs to be developed
– The existing product or process exists and has beenoptimized (using either DMAIC or not) and still doesn'tmeet the level of customer specification or six sigma level
24Dr. Rashid A. Saeed
DMAIC Versus DMADV
• The Similarities of DMAIC and DMADV
– Six Sigma methodologies used to drive defects to less than 3.4
per million opportunities.
– Data intensive solution approaches. Intuition has no place in Six
Sigma -- only cold, hard facts. Sigma -- only cold, hard facts.
– Implemented by Green Belts, Black Belts and Master Black Belts.
– Ways to help meet the business/financial bottom-line numbers.
– Implemented with the support of a champion and process
owner
•Project Selection
•Business Case
•Charter
•SIPOC / VSM
•Process Flows
•Data
•Collection Plan
•Pattern’s In Data
•Process Flows
•Data
•Root Cause Analysis
•Generate Solutions
•Rank & Select
•ROI / Pilot
•Implement
•Control Plan
•Results
DefineDefine MeasureMeasure AnalyzeAnalyze ImproveImprove ControlControl
DMAIC
26
•SIPOC / VSM
•VOB / VOC
•CTQ Tree
(Six Sigma Problem Solving Model)
•Pattern’s In Data
•Process Capability
•Implement
•E =Q*A
PROBLEM SOLVING MODEL LEAN SIGM A
DEFINE: VOICE OF THE CUSTOMER (VOC) SPECIFY VALUE WHAT ARE YOUR CTQ's?
VOC - REACTIVE OPPOR TUN ITY BUSINESS CASE C HAR TER LEADERSHIP TE AM TEAM SI POC TEAM CTQ 's TEAM
VOC - PROACTIVE PROB LEM STATEM ENT CHAM PION / SPONSOR CHARTER O R VOC PLAN VOC
VOB - BUSINESS OPPORTUNITY STA TEM ENT COACH SIPOC V SM (WHO, WHA T, WHEN, CTQ's
VOB - INTERNAL CUSTOM ER OUTPUT MEASURES TEAM LEADER SUPPLIERS (CURRENT STATE) WHERE AND HOW) E=Q*A
DASHBOARDS SCOPE EXPERIENCE REQUIRED INPUTS REACTIVE VOICE CHAM PION / SPONSOR
BALANCED SCORECA RDS PROJECT PLAN GROUND RULES (TQM ) PROCESS (4-7 STEPS) PROACTIVE VOICE STAKEHOLDER ANA LYSIS
BIG Y's TEAM SELECTION ROLES AND RESPONSIBILITY OUTPUTS AFFINITY BUSINESS CASE / GOA LS
GOA L SETTING PROCEDURE/PROCESS CUSTOMERS KANO MODEL PROJECT PLAN
TIMING COM MITMENT / AVAILABILITY DATA
MEASURE: VOICE OF THE PROCESS (VOP) IDENTIFY THE VALUE STREAM WHAT QUESTIONS ARE YOU TRYING TO ANSWER ?
PRO CESS T IM E
DOOR RED UCTI ON
TEAM BA SELIN E
CTQ" S PER FORM AN CE
OPERATORS
SUBJECT M ATTER / PROCESS EX PERTSVALUE STREAM M AP
FUNCTIONAL DEPLOYMENT CHARTS
SPAGHETTI M APPING
TIME STUDIES / BOTTLENECKS
TEAM DETAI LEDCTQ" S PROC ESSOPERATORS M A PSUBJECT M ATTER / PROCESS EXPERTS
FLIPCHARTS & STICKY NOTESIDENTIFY STEPSIDENTIFY DECISIONS
DENTIFY PROCESS STEP VARIA BLES IDENTIFY PROCESS MEA SURES IDENTIFY PROCESS STEP OUTPUTS
TEAM IPO 's TEAM DA TA TEAM SAM PLIN G TEAM % R&R PG AP GRAP HIC AL VOP - X-BAR, P, SSIPOC WHAT ?'??s COLLEC TIO N DATA TYPE PLAN CLARITY DATA TYPE A NALY S IS VOC - CCR, CTQ'sKANO MODEL DATA TYPE PLAN DATA COLLECTION PLAN REMOVING AMBIGUITY DESCRIPTIVE STATISTICS TYPE OF DATA
CTQ'S CONTINUOUS / DISCRETE -AM OUNT OF VARIATION REPEATABILITY BOX PLOTS TAKT-TIMEWHAT ?'??s LOCATION OF THE DATA -CONFIDENCE REQUIRED REPRODUCIBILITY HISTOGRAMS Cp,Cpk,Pp,PpkWHAT DATA DO Y OU NEED? PROCESS MAPS -PRECISION REQUIRED ACCURACY NORM ALITY (AD) OEE
COLLECTION RESTRAINTS -COST/ TIM E NOISE (SOV) MULTI-VARY CALCULATING SIGM AGAGE R&R CONFIDENCE SAM PLE CALCULATOR BIAS STRATIFICATION SIGM AXL CALCULATOR (WHO, WHAT, WHEN, SIGMAXL DISCRIMINATION SCATTER PLOT SIGM AXL WHERE AND HOW) M INITA B SIGM AXL PARETO MINITAB
MINITAB SIGMAXLM INITA B
ANALYZE: ROOT CAUSE ANALYSIS VALUE ADDED FLOW ANALYSIS DETERMINE ROOT CAUSE / P-VALUES / VA%'s
PR OCES S TI M E
DO OR RE DUCT IO N
TEAM V AFA
SUBJECT M ATTER/PROCESS EXPERTS
CTQ" S V A LUE
TAKT-TIM E AD DED
VALUE STREAM M AP %FUNCTIONAL DEPLOYMENT CHARTS
IDENTIFY
BUSINESS
OPPORTUNITIESCHARTER FORM TEAM SCOPE
PROJECT
VOICE OF THE
CUSTOMER(Y'S TO CTQ'S)
DEVELOP DATA
COLLECTION
PLAN
OPERATIONAL
DEFINITIONS
AND GAGE
R&R
PATTERNS IN
DATA
DETERMINE
PROCESS
CAPABILITY
IDENTIFY I,P,O's
MEASURES
Y=f (X)
(WHAT ?'s)
SAMPLING
PROCESS
OR DATA
DOOR?
DEVELOP
COMMUNICATION
PLAN
DETAILED
PROCESS MAP
(X's)
TIME MAPPINGTIME OR
VARIATION
REDUCTION
D
A
T
A
D
O
O
R
PROCESS
OR DATA
DOOR?
TIME OR
VA RIA TION
REDUCTION
V
A
R
I
A
T
VALUE ADDED
FLOW
ANALYSIS
D
A
T
A
R
E
D
U
C
T
V
A
R
I
A
T
I
O
N
R
E
D
U
C
T
I
O
N
PROCESS
OR DATA
DOOR?
D
A
T
A
D
O
O
R
P
R
O
C
E
S
S
D
O
O
R
Co
un
t
Pe
rce
nt
WasteCount
5.0
Cum % 55.0 80.0 95.0 100.0
55 25 15 5
Percent 55.0 25.0 15.0
InspectingWaitingMovingStoring
100
80
60
40
20
0
100
80
60
40
20
0
Pareto Chart of Waste
Class
Favorite Funny
Six
Sigma Unique SUM
Weight 5 4 3 2
Option
CIAMD 1 3 2 3 29
AKA 3 3 2 3 39
Slackers 4 4 4 3 54
Late 2 3 3 3 37
Month
Ind
ivid
ua
l V
alu
e
Dec-05
Oct-05
Aug-05
Jun-05
Apr-05
Feb-05
Dec-04
Oct-04
Aug-04
Jun-04
Apr-04
Feb-04
100
99
98
97
96
95
94
93
_X=97.210
UB=100
LCL=93.738
Customer Satisfaction ScoreCTQ’s
Dr. Rashid A. SaeedVCM: VALUE CHAIN MANAGEMENT E =Q x A. Effectiveness = Quality x Acceptance
Display Problem ...
WH
AT
WH
ER
E
WH
EN
WH
O
OU
TC
OM
E
Stratify Problem ...
1. Define 2. Measure
3. Analyze 4. Improve
Checksheetor Spreadsheet Line Graph
Month
GOOD
Target
GAP
%
Histogram
n=63
21 Late
n=21
Pareto
B C A D
PROBLEM STATEMENT
Identify & Verify Root Cause ... Identify & Implement Countermeasures ...Countermeasures MatrixSingle Case Bore Contingency Table
FISHBONE
RE
AS
ON
/F
AC
TO
R
1
CASE
2 3 4 5 APresent
EffectCauseProblem
No Problem
35 3
AEFFEC
PROBLEM STATEMENT
ROOT CAUSE
AA1
A2
C1
4 4 16 Y
5 4 20 Y
EF
F
FE
AS
OV
RL
AC
TN
?
3 2 6 NCM
Standard
Results Standardization Future Plans
A
B
C
AAbsent
4 25
Scatter Diagram
Cause "C"
Eff
ec
t
B
CT
CC1
C2
5 4 20 Y
3 1 3 N
BARRIERS AIDS
High A1a A1b
HOW WHO
1. Dev2. Impl
WHEN
CONTROL CHARTS
FLOW CHART
LESSONS LEARNED
WHAT'S NEXT?
GOOD
%
CM IMPL'M
Before After
n=21
n=10
OverallEffect
B C A D C B A D
Target
Action Plan
5. Control4. Improve
27
Sample Primary MetricProduct ReturnsProduct Returns
44%%
55%%
66%%
77%%
Re
turn
$ A
s %
Sa
les
$R
etu
rn $
As
% S
ale
s $
00%%
11%%
22%%
33%%
Au
g-9
9
Se
p-9
9
Oc
t-9
9
No
v-9
9
De
c-9
9
Ja
n-0
0
Fe
b-0
0
Ma
r-0
0
Ap
r-0
0
Ma
y-0
0
Ju
n-0
0
Ju
l-0
0
Au
g-0
0
Se
p-0
0
Oc
t-0
0
No
v-0
0
De
c-0
0
Re
turn
$ A
s %
Sa
les
$R
etu
rn $
As
% S
ale
s $
BaselineBaseline
ActualActual
ObjectiveObjective
28
Six Sigma DMAIC Roadmap
• D - Define Phase:
– Define Customers and Requirements (CTQs)
– Develop Problem Statement, Goals and Benefits
– Identify Champion, Process Owner and Team – Identify Champion, Process Owner and Team
– Define Resources
– Evaluate Key Organizational Support
– Develop Project Plan and Milestones
– Develop High Level Process Map
Define Phase
• D1. Project Charter:– Problem Statement: "Competitors are growing their levels of satisfaction with
support customers, and they are growing their businesses while reducing support costs per call. Our support costs per call have been level or rising over the past 18 months, and our customer satisfaction ratings are at or below average. Unless we stop – or better, reverse this trend – we are likely to see compounded business erosion over the next 18 months."
– Business Case: "Increasing our new business growth from 1 percent to 4 percent (or better) would increase our gross revenues by about $3 million. If we can do this without increasing our support costs per call, we should be able to realize a net gain of at least $2 million."
– Goal Statement: "Increase the call center's industry-measured customer satisfaction rating from its current level (90th percentile = 75 percent) to the target level (90th percentile = 85 percent) by end of the fourth quarter without increasing support costs."
Define Phase
• D2. Customer Requirements
– A SIPOC table (Suppliers, Inputs, Process, Outputs
and Customers) develops a detailed view of all the
important customers, their requirements, and the important customers, their requirements, and the
related process step and supplier dependencies.
– Voice-of-Customer (VOC) Interviews: Group
interview the representative samples of the
company's customers.
– Summarizing Customer Requirements
DEFINE: Story ComponentsTo define the customer, the CTQs, the team charter, and map the core business process
Identify BusinessOpportunity/Gap
Identify Customer’s
• Select measures that link process performance to problem area related to CTQ
• Shows need for improvement
DevelopPreliminary Problem Statement
Select Resources (% Time) and Charter Project Good
Identify Outcome Indicators
Run Chart
32
Identify Customer’s Critical To Quality (CTQ) Attributes
Map High Level Processes and Set Boundaries
Preliminary Problem Statement
Prepare Communication & Project Plans
Who What When
AA BB CC DD EECore
1D
AD
BD
CD
DD
E
AA BB CC DD EE
L D AD
BD
CD
DD
ED AD
BD
CD
DD
E
AAAA
DA
DA
Stakeholder Analysis
Assess Financial $ Impact (COQ)
Project Planning Worksheet
VOB
# Days for return
Return Time
CTQ’sDriversVoice~28 days
Baseline48 hrs
Goal
-1.79 σ 2.78 σ
Time & $/caseResources TBD TBD
Dr. Rashid A. Saeed
The objective of step The objective of step 1 1 is to “Demonstrate the importance is to “Demonstrate the importance
of improvement needs in measurable terms.”of improvement needs in measurable terms.”
DMAIC Overview DMAIC Overview –– Step Step 11: Define: Define
Define Measure Analyze Improve Control33
Step Step 11: Define : Define -- Line Graph ToolLine Graph Tool
• Used to display performance trends
• Relates performance to a target that is established by either customers or the business
• Displays the Gap between the observed performance and the target
34Dr. Rashid A. Saeed
Define Phase
• D3. High Level Process
Map:
– The process map will be
helpful during the Measure
phase, as the project team phase, as the project team
considers how and where to
gather data that will shed
light on the root cause of
the issues most pertinent to
the project's goals.
36Dr. Rashid A. Saeed
37Dr. Rashid A. Saeed
38Dr. Rashid A. Saeed
Cause-and-Effect (C&E) MatrixFMEA: Failure Mode, Effect Analysis
Y=ƒ (x1, x2, x3…xn)
Y=ƒ (x1, x2, x3…xn)
2. Measure
1. DefineProblem statement
Baseline
Business Case
Target statement
Stakeholder analysis
Risk analysis
5. Control Validation Control mechanisms Governance
Training
Robustness
Y=ƒ (x1, x2, x3…xn)
2. Measure
3. Analyze
Cause & Effect
Historical or new data?
Measurement System analysis
“As Is” process map
Critical few
Benchmark
Y=ƒ (x1, x2, x3…xn)
4. ImproveCost-benefit analysis
Risk Analysis
Implementation plan
40Dr. Rashid A. Saeed
41Dr. Rashid A. Saeed
Six Sigma DMAIC Roadmap
• M - Measure Phase:
– Define Defect, Opportunity, Unit and Metrics
– Detailed Process Map of Appropriate Areas
– Develop Data Collection Plan – Develop Data Collection Plan
– Validate the Measurement System
– Collect the Data
– Begin Developing Y=f(x) Relationship
– Determine Process Capability and Sigma Baseline
Measure Phase
• M1. Refine the Project Y(s)
– During this step the team considered exactly how the project Y(s)
would be defined and measured:
Y(s) Measurement Y(s) Measurement
Primary CustomerSatisfaction
1. By industry standard monthly survey2. The project will require additional, more frequent, case-by-case customer satisfaction data. A measurement system that tracks with the industry survey will be devised and validated.
Secondary Supprt Cost(Per Call)
The staff time connected with each call:- Call answering and discussion- Case research- Callback time
will be loaded with a distribution of benefits and infrastructure costs to compute overall support cost per call.
Measure Phase
• M2. Define Performance Standards for the Y(s)
Measure Current Baseline Target
Primary Customer Satisfaction(Per Collins Industry Assessment)
90th Percentile / 70-80% Satisfied
90th Percentile / 85% Satisfied
Secondary Support Cost Per Call 90th Percentile / $40 90th Percentile / $32
Measure Phase
• M3. Identify Segmentation Factors for Data
Collection Plan
– How is Y naturally segmented
– What factors may be driving the Y(s)? – What factors may be driving the Y(s)?
• Y-to-x tree
• cause-and-effect diagrams
• cause-and-effect matrices
Measure Phase
• M4. Apply Measurement Systems Analysis (MSA)
– Questions Usually Posed for Measurement Systems:
Measure Phase
• M5. Collect the Data: A plan was formulated
to gather data from the past year's database.
• M6. Describe and Display Variation in Current
Performance Performance
– How is the Y Distributed?
– Variation above and below the chart's control
limits suggested that there were "special causes"
in play – worth understanding in more detail by
the team in the Analyze phase.
Measure Phase
• M4. Apply Measurement Systems Analysis (MSA)
– Questions Usually Posed for Measurement Systems:
Six Sigma DMAIC Roadmap
• A - Analyze Phase:
– Define Performance Objectives
– Identify Value/Non-Value Added Process Steps
– Identify Sources of Variation – Identify Sources of Variation
– Determine Root Cause(s)
– Determine Vital Few x's, Y=f(x) Relationship
Analyze Phase
• A1. Measure Process Capability: Before segmenting the
data and "peeling the onion" to look for root causes and
drivers, the current performance is compared to
standards (established in step M2 of the Measure phase).
• A2. Refine Improvement Goals: If the capability
assessment shows a significant departure from
expectations, some adjustment to the project goals may
need to be considered.
Analyze Phase
• A3: Identify Significant Data Segments and
Patterns:
– By segmenting the Y data based on the factors (x's)
identified during the Measure phase – the team identified during the Measure phase – the team
looks for patterns that shed light on what may be
causing or driving the observed Y variation.
Analyze Phase
• A4: Identify (Refined/More Detailed List of) Possible x's
– Collecting the findings that came out of A3, the team posed strongest in the form of "why" questions:
• Why do Problems and Changes cost more than other call types?
• Why are calls processed on Mondays and Fridays more expensive? expensive?
• Why do transfer rates differ by call type? (higher on Problems and Changes, lower on others)
• Why are wait times higher on Mondays and Fridays and on Week 13 of each quarter?
Analyze Phase
• A5: Identify and Verify
the Critical x's
– To sort out the real drivers
from the "likely suspects"
list built in A4, there is list built in A4, there is
generally a shift from
graphical analysis to
statistical analysis.
– The figure shows that the
influence of callbacks on a
call's wait time
Analyze Phase
• A6: Refine the Financial Benefit Forecast
– Given the "short list" of the real driving x's, the
financial model forecasting "how much
improvement?" may need to be adjusted. improvement?" may need to be adjusted.
Example: Cause-and-Effect Diagram
55
Six Sigma DMAIC Roadmap
• I - Improve Phase:
– Perform Design of Experiments
– Develop Potential Solutions
– Define Operating Tolerances of Potential System – Define Operating Tolerances of Potential System
– Assess Failure Modes of Potential Solutions
– Validate Potential Improvement by Pilot Studies
– Correct/Re-Evaluate Potential Solution
Improve Phase
• I1. Identify Solution Alternatives to Address Critical x's:
– Consider solution alternatives from the possibilities identified
earlier and decide which ones are worth pursuing further.
Driving Xs (from Analyze phase) Solution Alternatives
Staffing + Add staff Mondays and Fridays, reduce staff on Sundays+ Develop staffing model+ Create on-call list to fill-in for absentees
Web Service Percentage + Focus on services that can be done best on the Web+ Define and communicate the value prop to customers+ Evaluate incentives to move traffic to the Web
Transfers and Callbacks + Improve call center processes to reduce transfers and callbacks
without impacting customer satisfaction
Improve Phase
• I2. Verify the
Relationships Between x's
and Y(s)
– What are the dynamics
connecting the process x's connecting the process x's
with the critical outputs
– Use regression analysis to
verify the relationships
Improve Phase
• I3. Select and Tune the Solution
– Using predicted performance and net value, decide what is the best solution alternative.
– Based on everything the team had learned, it recommended:
• Start with Staffing (the "quick fix"). It is the fastest and surest way to stem the erosion of business growth. ("We recognize it is costly and not highly
• Start with Staffing (the "quick fix"). It is the fastest and surest way to stem the erosion of business growth. ("We recognize it is costly and not highly scalable (to other centers, other languages, etc.). This should be a first step, with the hope that it can be supplanted as the solution elements in other recommendations reduce staff needs.)
• Web Service Percent. Begin right away tracking the call volume and customer satisfaction with this service mode.
• Transfer and Callback reduction. Start right away. This is a "no brainer" net benefit that should work well in parallel with the first two solution elements.
Improve Phase
• I4. Pilot / Implement Solution:
– If possible, pilot the solution to demonstrate results and to verify no unintended side effects.
• Preparation and deployment steps for putting the pilot solution in place.
• Measures in place to track results and to detect unintended side effects.
• Awareness of people issues. • Awareness of people issues.
– Measure and compare the improvement of the solution
Example: Opportunity Flow Diagram
61
Six Sigma DMAIC Roadmap
• C - Control Phase:
– Define and Validate Monitoring and Control System
– Develop Standards and Procedures
– Implement Statistical Process Control
– Determine Process Capability – Determine Process Capability
– Develop Transfer Plan, Handoff to Process Owner
– Verify Benefits, Cost Savings/Avoidance, Profit Growth
– Close Project, Finalize Documentation
– Communicate to Business, Celebrate
Control Phase
• C1. Develop Control Plan
– The Control plans addressed two views
• Management control: It often focus on the Y(s) or
outcomes of the process and often some of the x's as outcomes of the process and often some of the x's as
well
• Operational control: It concerned with the x's that are
predictive of outcome Y(s).
– Operational control information included both controllable
and "noise" variables
– Operational control information was provided more
frequently than management control information
Control Phase
• C2. Determine Improved Process Capability
– Use the same measures from Define and Measure
in order to provide comparability and monitor
impact in a consistent way. impact in a consistent way.
• C3. Implement Process Control
– Create, modify and use data collection systems
and output reports or dashboards consistent with
the control plan.
Control Phase
• C4. Close Project
– Prepare the implementation plan, transfer control
to operations, conduct project post-mortem, and
archive project results. archive project results.
Example: Control Chart
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