Quality Progress - January 2016 - 31
BACK TO BASICS
BY MOHIT SHARMA
Know the Drill
Rooting out critical-to-quality factors
CRITICAL-TO-QUALITY (CTQ) trees, also
webpage at www.qualityprogress.com.
called drill-down trees, help quality profes-
Step three. Then, the logistics head
sionals translate broad customer needs into
drilled down on seat cost, a measure of pro-
specific, actionable and measurable project
ductivity for seats in an organization (Online
in the northeast region: wire transfer and
metrics. They also help establish a relation-
Figure 2). This measure, commonly used in
check clearance (Online Figure 4). Wire
ship between the customer priority and CTQ
call centers, is reported as a percentage or a
transfer, the low profitability process, is the
project parameters. It helps Black Belts (BB)
confirm that the problem they are trying to
solve is aligned to customer and business
priorities. The CTQ tree should be a routine
tool used during the define phase of Six
Sigma projects. The examples presented in
The northeast region was the least profitable (Online Figure 3).
Step two. There are two key processes
The CTQ tree should be a routine
tool used during the define phase of
Six Sigma projects.
this article help illustrate this concept.
ratio to indicate the time the seat is in use or
focus of the BB project.
Reduce operating costs
generating revenue. The metric for the BB's
At a meeting, a CEO told his direct reports
project could be improving seat use (SU =
is divided into two subprocesses: interna-
that his top goal for the year was cost reduc-
headcount / (effective seats + blocked seats)
tional and domestic wire transfers (Online
tion. The head of the infrastructure and
from X% to Y%.
Figure 5). The team drills down to inter-
The drill down can stop here because
logistics department used the CTQ tree to
reduce infrastructure and logistics costs.
Step one. Total organizational costs
could be affected by salaries and benefits of
Step three. The wire transfer process
national wire transfer as the problem. It
the project metric has been identified. A
launches a project and identifies the metric
relationship has been established between
in the next step.
the project Y and business Y.
Step four. The BB project metric
is identified: Reduce the cycle time of
employees, IT and telecommute expenses,
infrastructure and logistics expenses, travel
Improving wire transfers
international wire transfer from X minutes
and living expenses and depreciation (Fig-
At a leading American bank, the CEO identi-
to Y minutes by June 2013 (Online Figure
ure 1). The infrastructure and logistics head
fied profitability as the business priority. All
6). The drill-down tree can stop because a
determined he should focus on reducing
staff members know that the international
project metric was identified and a relation-
infrastructure and logistics costs.
wire transfer process is a major concern for
ship between the project Y and business Y
the organization. The drill-down tree could
Step two. The next level of the drilldown for infrastructure and logistics was
help relate the project Y with the business Y.
rent and utility costs for the organization,
Step one. The profitability of the north,
shown in Online Figure 1 on this article's
northeast and east regions was calculated.
BBs must remember that there is no set
rule governing the level to which they
Step 1: reduce operating costs
line is to pursue a maximum of five levels
of drill down from the business priority. QP
should drill down. However, a good guide-
/ FIGURE 1
MOHIT SHARMA is assistant vice
president at Genpact in Gurgaon,
India. Sharma holds a master's degree in marketing from Symbiosis
International University in Pune, India,
and is an ASQ-certified Six Sigma
Black Belt project
January 2016 * QP 31
Table of Contents for the Digital Edition of Quality Progress - January 2016
According to Plan
Use Your Head
Stakeholder Management 101
All About Data
Eight Simple Steps
Which Six Sigma Metric Should I Use?
Turning ‘Who’ Into ‘How’
In the Beginning
Outputs and Outcomes
That’s So Random—Or Is It?
Improving a System
Putting It All on the Table
Know the Drill
It’s Fun To Work With an F-M-E-A
Solve Problems With Open Communication
Tell Me About It
Separate the Vital Few From the Trivial Many
To DMAIC or Not to DMAIC?
Breaking It Down
1 + 1 = Zero Defects
Curve Your Enthusiasm
Make a Choice
What Is a Fault Tree Analysis?
Successful Relationship Diagrams
The Benefits of PDCA
Return on Investment
The Art of Root Cause Analysis
Why Ask Why?
Get to the Root of It
Checks and Balances
Clearing SPC Hurdles
Supplier Selection and Maintenance
Building a Quality Team
Plan Experiments to Prevent Problems
Quality Progress - January 2016