Books and Articles by Craig Gygi

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 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.

You don’t start a Six Sigma program by launching right into a bunch of projects; you will need to follow the five stages. Six Sigma is strong stuff; you move deliberately and prescriptively through distinct phases. A Six Sigma initiative occurs in the following five major stages: You initialize Six Sigma by establishing goals and installing infrastructure.

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.

Mistake-proofing, or Poka-Yoke (pronounced POH-kuh YOH-kay) as it’s known in Japan, is an action you take in Six Sigma to remove or significantly lower the opportunity for an error or to make the error so obvious that allowing it to reach the customer is almost impossible. Poka-Yoke is one of the simplest tools to master; it’s very consistent with the fundamental aims and philosophy of Six Sigma, and it has wide applicability in manufacturing, engineering, and transactional processes.

At this point in your Six Sigma project, the intent of your brainstorming is to generate and capture a list of possible factors (the Xs) that may be influencing the key output (the Y) of your project. The basic format for brainstorming is well known: You bring a group together and ask everyone to offer possible ideas on a topic.