Analyze

2.1 Determine What to Measure 2.2 Manage Measurement 2.3 Understand Variation 2.4 Determine Sigma Performance 2.5 Excel Team Performance
3.1 Process Stratification and Analysis 3.2 Determine Root Causes 3.3 Validate Root Causes 3.4 Manage Creativity
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Pareto Analysis
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Pareto Charts—A Way to Stratify Data Pareto analysis is used to organize data to show what major factors make up the subject being analyzed. Frequently it is referred to as “the search for significance.” The Pareto chart is arranged with its bars descending in order, beginning from the left. The basis for building a Pareto is the 80/20 rule. Typically, approximately 80% of the problem(s) result from approximately 20% of the cause. Defects Found
Use existing and new data to validate and quantify the root causes to poor performance Rank and select the highest priority root causes to be eliminated through proposed solutions in Section 4.0
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3.0 Analyze Opportunity
1.0 Define Opportunities 2.0 Measure Performance
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S IGMA
5.0 Control Performance
3.0 Analyze Opportunity
Analyze Opportunity－3.1
S IGMA
Process Stratification and Analysis
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S I G M A 3.1Process Stratification and Analysis
• • • Objective To analyze the process in detail to clearly define a specific problem on which the team will concentrate its root cause analysis and ultimately resolve. Key Topics
Big Contributor? Yes
Use Impact (Defects vs.Target) to determine whether to work on these problems. Work on these problems First.
Few Defects
Low Sigma Many Defects
High Sigma
S IGMA
Big Contributor? No
Don‟t Bother with these problems at this time. Use Impact (Defects vs.Target) to determine whether to work on these problems
Assess the data and data displays generated by the data collected in Section 2.0 Learn and apply tools for interpreting data displays Develop a problem statement that accurately describes and quantifies the team problem based on validated assumptions
3.1 Process Stratification and Analysis
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Example: Stratify the Process Between Two Call Centers
S IGMA
• What are the implications from this stratified data?
Problem Statement
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S IGMA Summary of A 3.0 ―Analyze Opportunity‖
• Section 3.0 Analyze Opportunity consists of tools, exercises and group discussions designed to help a team use the measurements and data gathered in Section 2.0 to quantify the cause and effect relationships taking place inside the team process. The end objective is to identify the foot causes of poor process performance. 3.1Process Stratification and Analysis
1.0 Define Opportunities
2.0 Measure Performance
3.0 Analyze Opportunity
4.0 Improve Performance
5.0 Control Performance
1.1 Validate Business Opportunity 1.2 Document and Analyze Process 1.3 Define Customer Requirements 1.4 Build Effective Teams
16 14 12 10 8 6 4 2
Mounted Wrong
S IGMA
Incorrect Setting
81% 69% 8 50%
100% 75% 50%
8 =50% 16
Component Missing
8+3 16
=69%
3
Arranging data on a Pareto chart highlights”the vital few,”providing focus for constructing the problem statement and conducting further analysis to determine root cause.
Potential Tools and Techniques
Quantified Root Causes
Indicators & Problem Statement (effect) 50 % 25 %
Key Deliverables •Data Analysis •Process maps •Validated Root Cause •Problem Statetermine Root Causes
Use tools and approaches to further define the cause and effect relationships associated with the problem statement
3.3validate Root Causes
4.0 Improve Performance
Objective To stratify and analyze the opportunity to identify a specific problem and define an easily understood problem statement. To identify and validate the root causes that assure the elimination of “real” root causes and thus the problem the team is focused on.
•
3.4Manage Creativity
Understand the value of creativity in problem solving and gain insight to potential barriers to creativity Use instruments to assess the team‟s approach to creativity and identify ways to generate a wider range of creative thought Page 4 Version Nov 2002
4.1 Generate Improvement Ideas 4.2 Evaluate and select Solution 4.3 Present Recommendations 4.4 Implement Change