Projects, both planned and unplanned, can get out of hand, producing undesired or no results after waste of huge resources and time unless they are monitored accurately with the appropriate tools. The pitfalls of not using Six Sigma tools are extremely complex in nature. It becomes impossible to manage the quantum of data in a systematic way that facilitates pragmatic analysis as desired by the project goals.
If you look at it from another angle, which is from the administrative side, pressures like time, ?let's-see-next-time? from management and project cost overruns can help things grow out of hand.
Six Sigma Tools: Three Distinct Groups
Six Sigma tools can be broadly categorized into three groups as per their utility and nature.
1.Statistical tools 2.Software tools and 3.Judgmental tools
Even though software tools are based on statistics, there is not much difference between them and statistical tools in Six Sigma as they just differ in they way they are made use of. The third one, the judgmental tools, are entirely distinct from the other two, and draw significance by way of aiding decision-making throughout the project phases.
Statistical Tools
The first one under this head, CPM (Critical Path Method), is not exactly a dedicated Six Sigma statistical tool but it still finds its way owing to its ability to contribute to project management. Working under pressure and concurrently running several projects requires a timetable to be put in place. Enumerating the defined critical events on the path you can predict the key dates you cross each hurdles and completion date. Key events are typically ?break down structures? of projects. CPM is basically a planning tool.
The next set of tools can be sub-grouped as analytical tools which aid decision making. For example, the FMEA, Failure Modes and Effects Analysis, helps anticipate problems through analytical interpretations.
Translate vague remarks by customer into measurable functional requirements toning up the ability of the team to design and deliver results that satisfy customers. VOC Requirements Translation and Kano Analysis suffice here. There are tools in this segment to deal with customer data like Customer Segmentation and VOC Data Collection etc.
Judgmental Tools
The Ishikawa Root Cause Analysis Diagram (Fishbone diagram,) is handy to look at reasons for initial problems at a Six Sigma initiative, identify data collection areas and more importantly, to answer why projects are off track and not producing results.
There are several other tools falling into this category, such as the Thought Map Regulation Diagram, Brain Storming & Affinity Group Tool etc. For more complex and non-linear problems, it is not advisable to depend on the Cause and Effect Fishbone Diagram, which is more suited for linear complications. Then there is the Thought Map Relations Diagram for handling complex non-linear issues.
But by far, Brainstorming is still the more dependable ?final? tool for analyzing the data.
Software Tools
Software tools do not just speed up things, but also eliminate errors from the analytical stage. Most popular ones in the category are available as Spreadsheet applications. However, notable ones are 1.The RapAnalyst which simplifies DOE and many predictive modeling activities in data mining. 2.There are total packages like MiniTab, SixNet Intelligence for enterprise-wide deployment. 3.The simplest hand tool is the Six Sigma calculator.
Selecting The Right Project
Six Sigma projects need to be selected with care. Select a project only after you have weighed its pros and cons properly. However, this does not mean that you should not attempt to solve the most pressing problems first, just make sure that you have weighed the constraints properly.
If you want to begin your Six Sigma initiative successfully, then follow the tips given below for project selection.
The first thing to remember is that not all projects will help to save the same amount of money. This will help you to realize that you should not only look at the monetary aspect of a project; the other important features are eliminating draconian procedures, improving employee contentment and the promise of producing a good result that induces further improvement in other projects.
Think carefully while deciding about the placement of Six Sigma "Belts" and other members of the Six Sigma team. This is the team that will ensure that the organization stays on the path of success. You should carefully analyze the cost benefits of recruiting Black Belts from outside as opposed to grooming belts in-house. Whatever the decision, make sure that you earn cost-benefits in the long term and also keep in mind affordability.
For more effective implementation of a Six Sigma project, subdivide the project deployment in two or three phases. The phases can be strategic, tactical and operational, which will methodologically use and follow statistical tools for taking the imperatives beyond the employee level.
Scrutinize The Deployment Strategy
Now that you have identified the project, contemplate the project deployment strategy in the background of both the top and bottom line developments. Once you are done with this, don't start right away with the implementation - instead try to contrast the projected outcome against the set management goals. You should maintain a checklist that will help you to question the strategic steps involved in all phases.
Unless you execute a draft strategy, you will never know what the real strategy will look like. Another formidable tool that involves a collective opinion for the foundation of the project is brainstorming. This is done so that at no point in time can The Black Belts and the project leaders afford to forget the huge sum of money that has been poured into the project.
Factoring And Monitoring Midway Course Correction
Sometimes a project deviates from its track. If the deviation remains undetected, then it can pose a threat to the entire project. In this case, the internal and external Six Sigma auditing team should conduct regular midway auditing and monitoring, to shed light on the problem and its possible causes. Regular detection is essential to keep deployment efforts from straying in undesirable directions.
Other Initiatives
- The organization should establish a route of communication for the "Belts" - The organization should establish a core group to execute the findings of the deployment team - The training of Six Sigma team members should be consistent - The organization should keep an eye on the execution of the survey of internal customers
Tony Jacowski has sinced written about articles on various topics from University, Six Sigma and Information Technology. Tony Jacowski is a quality analyst for The MBA Journal. Aveta Solution's Six Sigma Online offers online and certification classes for lean six sigm. Tony Jacowski's top article generates over 90500 views. to your Favourites.