SIX SIGMA FACTSHEET Six Sigma aims to ... - Businessballs

SIX SIGMAFACTSHEET● Develop operational definitions● Measure the symptom● Define the boundaries – that is, the scope of the improvementproject● Concentrate on the vital few – those sources of error thoughtto be largely responsible for the problem. It is timeconsuming to attempt to tackle all possible sources, and theresult may not justify the effort.Once the above analysis of the symptoms has been completed,the mission statement should be revisited to confirm that it isstill applicable, or to modify it to make it applicable. The resultsof the analysis may reveal that the problem is somewhatdifferent from the one that was originally described; or that theimprovement project is too large and needs to be broken downinto more manageable parts.Step 3 – AnalyseDuring this Analyse step, theories about the causes of theproblem are formulated, these theories are tested, and, finallythe root causes of the problem are identified.● FORMULATING THE THEORIES – the project teambrainstorms possible theories, documents them, and thenorganises them in the form of a cause-and-effect diagram.● TESTING THE THEORIES – before any theory can be accepted astrue, it must be systematically tested. Any data required to testa particular theory, that is not available, must first be collected.If the data collected demonstrates that a particular theory isclearly not important, then that theory can be eliminated.● IDENTIFYING THE ROOT CAUSE(S) – once testing has beencompleted, the root cause(s) of the problem should be able tobe determined.Once found, the removal of the real root cause(s) will sharplyreduce or eliminate the problem/deficiency.Step 4 – ImproveDuring this Improve step, several sequential activities areperformed and these are described below.● EVALUATION OF ALTERNATIVES – alternative improvementmethods are evaluated to determine which method will bestremove, or reduce the effect of, the root cause(s) of the4

SIX SIGMAFACTSHEETproblem. This evaluation is carried out using a set ofevaluation criteria such as cost, impact, cost/benefit ratio,cultural impact etc● DESIGN OF THE IMPROVEMENT – an improvement methodhas been selected, the improvement process is designed byconfirm that the improvement achieves the project goals;determining the required resources; specify the proceduresand the other changes required; assessing human resourcerequirements to determine whether any training/re-training isrequired.● PLAN FOR “CULTURAL RESISTANCE” – by their very nature,improvement efforts create change in an organisation and“cultural resistance” is a natural consequence of change.Therefore, dealing with this potential cultural resistance needsto be factored into the improvement project plan.● PROVE EFFECTIVENESS – before an improvement is finallyadopted, it must be proven effective under operatingconditions. This could be done with a pilot test; a dry run,which doesn’t involve delivery to the customer; an acceptancetest; a simulation● IMPLEMENT – this involves introducing the proposed changeto the people that will make it work. This demands: a clearplan; a description of the change; an explanation indicatingwhy the change is necessary; involvement of those affected;the change.The most important parts of implementation, though, are goodplanning, good preparation, and good cooperation between allof the individuals concerned.Step 5 – ControlDuring this Control step, controls are put in place to ensure thatthe gains that have been achieved will continue and theproblem will not recur. To do this the following activities need tobe carried out.● Design effective quality controls● Foolproof the improvement● Audit the controls.For more information on Achieving best practice in your business:● Visit our website at www.dti.gov.uk/bestpractice● Call us on 0870 150 2500 to order from our range of freebest practice publications or visit www.dti.gov.uk/publications● Contact your local Business Link adviser by visiting the website atwww.businesslink.gov.uk or calling 0845 600 9 006Published by the Department of Trade and Industry. www.dti.gov.uk© Crown Copyright. 04/045