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Here are 7 progressive questions to help plan a project. 1) What decisions must be made? 2) What do you need to know to make each decision? 3) What form of visual will provide the information? 4) What kind of tool will generate the visual? 5) What kind of data is needed for the tool? […]

Success factors such as business goal setting, global deployment planning, black belt project selection criteria and Six Sigma curriculum design are just a few of the key components that must be riveted together to form a common and uniform structure.  If the guiding blueprint cannot properly specify how the components fit together, it is likely […]

Under the condition that D = 0 defects for the constrained condition of N = 20 samples, we can statistically approximate the short-term capability and provide its quantity in the form Z.st = 3.33.  Of course, this is directly equivalent to Cp = 1.11. Interestingly, the statistical base underpinning this set of computations is fully […]

I am not aware of a “standardized” exit document (in template form) that is related to the closeout of deliverables.  Of course, corporations often create such devices to serve their own internal needs, but are not usually postured to publicly share the resulting intellectual property.  I would suggest that you post this question on the […]

Consider the case where a particular system is comprised of three subordinate elements. In this case, we will say the first-time yield (quality confidence) of each element is known to be .85, .90, and .95, respectively. The cross product would then be given as .85 x .90 x .95 = .612, or about 61.2 percent.  This value […]

To facilitate an answer to your question, consider the following table. The first column is the given measure of process capability (provided in the form of Z).  The second column is the corresponding short-term yield of the first column (based on a one-sided specification). Of course, the third column is the associated long-term yield, also predicated on […]

There is little difference between Statistical Quality Control (SQC) and Statistical Process Control (SPC).  At one time, there might have been some philosophical separation, but today, they exist as general synonyms.  Some prefer SQC because the idea of “quality” is larger and more encompassing than that of “process.”  Others counter this by pointing out that […]

Establishing the initial list of potential causes is often more art than science.  Unfortunately, the brainstorming process is still one of the best ways to surface candidate variables.  However, there are several other alternatives: 1)   Query process experts. 2)   Benchmark similar processes. 3)   Review the literature. 4)   Perform an Internet search. 5)   Conduct correlation study. […]

Same as a big factory, but in a small way.

To facilitate an answer, we will consider three examples.  First, consider the game of baseball.  We understand the field-of-play consists of 9 positions.  The coach is “free” to assign any of the 9 players to any of the 9 positions. Once the 8th player is assigned to the 8th position, the 9th player-position is pre-determined, […]

Suppose we consider a specific bilateral critical-to-quality characteristic (CTQ).  In other words, we are in view of a key design feature that sports a two-sided performance specification.  If a bilateral design margin of “Y percent” was to be imposed on the given CTQ (during the course of product configuration), we indirectly and necessarily infer the […]

Let us suppose we are interested in testing the influence of a certain independent variable (say, A) as it relates to a given dependent variable (say, Y).  We will suppose the experimental factor (variable A) is to be tested at two competing settings (test levels).  In this scenario, the two levels will be called “high” […]

Based on the nature of your question, I would assume you are referencing the “Capability Maturity Model Integration” system and “Capability Maturity Model”, or CMMI and CMM, respectively.  My understanding is that CMM is a generalized model for judging or otherwise assessing the maturity of software processes.  In addition, it is a means for identifying […]

At the onset of this discussion, it is vital that we establish the basic nature and character of a “Management Information System.”  According to G. Davis and M. Olson in the publication “Management Information Systems” (1984, p. 5-6):  “There is no consensus of the definition of the term ‘management information system’…” In fact, these highly […]

You apply Six Sigma in the same way as any other business enterprise.  In general, this means you must implement Six Sigma on a project-by-project basis.  Generically speaking, Y=f(X) and the only thing that changes from situation-to-situation is the variable labels, transfer function, rate of replication, cost-per-transaction,  and faces of the players.  Other than that,  […]

As many corporations have experienced and attested, Six Sigma is a dynamic and evolutionary initiative that can produce phenomenal change in business performance.  However, the process of change must be carefully designed, managed and governed if it is to realize its aim.  Such factors as business goal setting, global deployment planning, black belt project selection […]

Today, many business leaders would agree that the “culture of an organization” is not a fixed quantity or preordained destiny.  Rather, it results from the unique blending of values (at the business, operations, process, and individual stratums).  In this context, the idea of a “value” is akin to that of a belief or truth.  For […]

With respect to your question, my thinking may appear to be somewhat out-of-context. Nonetheless, it is my opinion that the premier tool, to be held in revere above of all others, is leadership. Tools such as Six Sigma, Lean, TQM, ISO, and all the rest are merely “enablers” of leadership. Not the other way around, […]

As we consider the DMAIC process, it is important to bear in mind the fundamental principle of determinism: Y = f (X).  Of course, Y is the outcome variable and X is the many variables that induce Y to exist.  For any given problem-solving situation, we are behooved to recognize how DMAIC relates to Y […]

The capability of a process has two distinct but interrelated dimensions. First, there is short-term capability, or simply Z.st. Second, we have the dimension long-term capability, or just Z.lt. Finally, we note the contrast Z.shift = Z.st – Z.lt. By rearrangement, we assuredly recognize that Z.st = Z.lt + Z.shift and Z.lt = Z.st – Z.shift. So as to better […]

So as to establish a corporate-level sigma value (per se), it is generally advisable to follow an established analytical model. Of course, any such model must be conducive to the hierarchical aggregation (pooling) of capability information and data. Generally speaking, the more common approaches for realizing this aim are inclusive of, but not limited to: 1) the […]

Determining if some initiative can “fit” an organization is much like buying a pair of shoes – you can know the exact size of each foot, but sooner or later, you must put the shoes on and walk around a little.  There is no substitute for experience. Six Sigma is an idea-centric, tool-based, fact-driven, top-down, […]

Where the engineering of quality is concerned, Dr. G. Taguchi popularized the idea of “robustness” in the mid 80’s.  As one might suspect, the underlying definition of this term is fairly simple – per the dictionary, it is the ability to recover from unexpected [and expected] conditions during operation.   In this sense, the idea of […]

Don’t know, never been there – I’m still striving for 5-sigma (at least on a personal level). Given where the world is right now, many followers of Six Sigma (including myself) would say that a capability of 7-sigma is pessimistically possible, but not pragmatically probable. Maybe when I hit a 5-sigma level of capability, I can […]

On the general discussion forum of this website (www.iSixSigma.com), you will find a “thread” that provides a foundational answer to your question.  The built-in search engine should help you with this task.

Arguably, acceptance sampling is an effective and efficient means to ensure the proper surveillance of product and service quality.  Using this approach, a random sample (of product or service) is inspected or tested to determine if the observed level of quality is acceptable or unacceptable.  If the sample supports the hypotheses of unacceptability, then certain […]

Once is a great while, there is a need to estimate or otherwise approximate the tail probability of an extreme standard normal deviate – such as Z = 7, Z = 10, or even higher.  For example, certain types of reliability problems rely on such assessments. But as many already know, most published tables of […]

We must understand the sigma of a process is merely an equivalent unilateral figure-of-merit. As such, it is always regarded (and reported) as a short-term measure of capability. The metric can be directly computed when continuous data is at hand, or it can be statistically synthesized from discrete data. In the latter context, a reported sigma is only […]

Asking for the optimal way to sell an organization on the merits of Six Sigma is much like asking how two people how they can best develop “love and admiration” for each other.  Your intent and focus is laudable, but your personal “brochure” is most likely “a little on the light side,” especially when given […]

Where the idea of “process improvement” is concerned, it is now well understood that Six Sigma can play a most decisive role.  Specifically, it can serve to significantly improve the process of market forecasting. For example, consider the instance where an organization attempts to deploy a certain type of ARIMA model from which to forecast […]

Please recognize that the “art and science” of process mapping is quite generic by nature.  You should apply the mapping tools, techniques, and procedures in the given situation just as you would in any other type of situation.  Granted, the variable labels will change – but that’s about it.  Simply stated, you must define what […]

Thanks to modern technology, we have before us a virtual mountain of information.  On the Internet, we can find many case studies on the subject of DOE (design-of-experiments).  For a wide area success stories and general discussion, you may want to visit the following websites: 1) http://www.statease.com/articles.html2) https://www.isixsigma.com/tt/doe/3) http://class.et.byu.edu/mfg340/lessons/designofexperiment/4) http://members.cox.net/asqsd/kn/publications.htm In addition to these sources, […]

This is much like asking if you have ever been caught in a lie.  No matter how you answer, the resulting conclusion will certainly not enhance your reputation – but will most assuredly harm it (perhaps even more so than currently exists).  If you were to contend that your project should be garbed in the […]

Generally speaking, we use DFSS to close value-based gaps during the design phase of a product, service, business deal, or just about anything that adds value. Of course, this is accomplished in such a way that another gap is not propagated somewhere else in time and space.  In other words, we leverage the ideas and […]

To begin, we must consider the idea of “organizational culture.” In the book “Organizational Behavior” by Robert Kreitner and Angelo Kinicki, the culture of an organization is defined as: “The set of shared, taken-for-granted implicit assumptions that a group holds and that determines how it perceives, thinks about, and reacts to its various environments.” Based […]

Creating a process scorecard is not an easy or straightforward task. It becomes even more difficult when the scorecard is comprised of continuous and discrete performance metrics, each having a unique level of complexity (defect opportunity space). Even more perplexing is when some of the baseline metrics are short-term in nature while others are inherently […]

In education, Six Sigma pertains to improving the quality of matter taught, the character generated of the pupils, and the quality of study and school life. It is a system by which principals and teachers can instill process excellence across the entire organization.

What is Six Sigma? Why do we need Six Sigma? Explaining Six Sigma is no easy task, but as a Quality professional we are expected to clearly articulate the benefits and necessity. If you can’t, you risk losing believers within your business. Use this simple 3 step explanation to help guarantee your success.

Value stream mapping is a lean manufacturing or lean enterprise technique used to document, analyze and improve the flow of information or materials required to produce a product or service for a customer. Full definition.