Bruce Williams

You don’t have to wait until your multi-vari data are collected to start creating the multi-vari chart for Six Sigma. Instead, you can build the chart, incrementally, adding more to it as you collect more data.Multi-vari charts can be drawn by hand; in fact, the process operators themselves can create them, providing those folks with a critical opportunity to invest themselves in the discovery of the root cause and the development of the solution.

To understand how to apply Lean in any organization, you should know the basics: the principles, the definitions of value and waste, how to lead effectively, and how to define and improve the value stream. You should also be aware of how a Lean leader thinks and acts.What is Lean?Lean is a customer-centric methodology used to continuously improve any process through the elimination of waste in everything you do; it is based on the ideas of “Continuous Incremental Improvement” and “Respect for People.

To apply Six Sigma to your business and produce the best results, you need to understand what Six Sigma is, the principles of Six Sigma, and the DMAIC problem-solving method. The correct tools and use of the Six Sigma scale and methods will keep your data dependable and reusable.What is Six Sigma?Generally, Six Sigma is a set of techniques and tools that help businesses improve their processes.

In Six Sigma, you make progress the old-fashioned way — one project at a time. In essence, projects are the unit of change; they define the collective effort by which most Six Sigma progress is accomplished. Projects represent — and in fact are — the level of granularity expressed to manage Six Sigma change, from a single process improvement to a large-scale business improvement effort.

A cause-and-effect matrix — sometimes called a C&E matrix for short — helps you discover which factors affect the outcomes of your Six Sigma initiative. It provides a way of mapping out how value is transmitted from the input factors of your system (the Xs) to the process or product outputs (the Ys). With these relationships visible and quantified, you can readily discover the most-influential factors contributing to value.

The problem statement serves several purposes in a Six Sigma project. First, it significantly clarifies the current situation by specifically identifying the problem and its severity, location, and financial impact. It also serves as a great communication tool, helping to get buy-in and support from others. When problem statements are well written, people readily grasp and understand what you’re trying to accomplish.

The number one tool in the Six Sigma practitioner’s belt is the statistical analysis package. It’s the single most-used tool, and it’s critical to advancing the Six Sigma project from the M (measurement and characterization) phase through A and I (analysis and improvement) and getting you into the C (control) phase.

Six Sigma and Lean are different but closely related improvement methodologies. Using elements from both can help gain synergy for your project. Six Sigma is a rigorous project-driven approach to reducing variance and eliminating defects in processes. Lean, meanwhile, is fundamentally about helping people do more with less — delivering more customer value with less waste.

When defining a project, you get into the nuts and bolts of Six Sigma. Doing this step right is well worth your time because 50 percent of your project’s success depends on how well it’s defined! Different people can be part of defining a potential project, including the following: Champions Belts Process leaders Functional managers or process owners Note: Any employee can suggest a Six Sigma improvement project, but have one of the people in this list consider and sponsor the project.