Quality Progress - January 2016 - (Page 46)
BACK TO BASICS
BY SCOTT FORCE
3 tools to jump-start a lean Six Sigma project
SINCE 2002, I have been facilitating lean
cle in Figure 1, or the recurring systemic
Six Sigma projects and coaching other
causes showing up in multiple locations,
the left side of the matrix and the outputs
belts through their projects. Combining
shown in Online Figure 1. But what do we
from the SIPOC diagram along the top
tools is a technique I use with teams when
do in the case of Online Figure 2?
allows teams to rate the relationship each
potential root cause analysis through a
By combining the completed fishbone
Putting the causes from a fishbone on
cause has with each output, helping to
fishbone diagram does not show any obvi-
diagram with two other tools from our
rank and prioritize potential causes the
Six Sigma tool kit, we can take a strategic
team should investigate first.
approach to proceed.
A completed cause and effect matrix is
shown in Online Table 2. The top portion
From using the fishbone diagram, most
shows the outputs from a SIPOC diagram
quality professionals know there are usu-
Using a suppliers, inputs, process, outputs
for making a hamburger. The left side
ally three outcomes:
and customers (SIPOC) diagram, map the
shows the results of a fishbone diagram.
1. One of the bones in the diagram is full
high-level flow for the process to which
In this example, only main causes are
of potential causes, leading a team to
the fishbone diagram is tied. The key
shown, but it is recommended that a team
focus on a particular area (Figure 1).
items we will use from this tool are the list
use the five whys and display the lowest-
of outputs (Online Figure 3).
level causes on the diagram.
indicating a systemic cause that, if
Cause and effect matrix
the hamburger has the greatest relation-
eliminated, will address several areas
The cause and effect matrix shown in
ship with our SIPOC outputs, indicating
of concern (see Online Figure 1, found
Online Table 1 is what ties together the
the team should focus on that cause
on this article's webpage at www.
outputs of the fishbone diagram with the
outputs from the SIPOC diagram. Part of
2. The same potential root causes appear
In this generic example, overcooking
in several bones of the diagram,
the quality function deployment house of
the diagram, and all bones show sev-
quality, the cause and effect matrix is the
While the SIPOC diagram focuses on de-
eral potential causes (Online Figure 2).
center section of the house and is also
sired outcomes and the fishbone diagram
In the first two cases, the team has
known as a relationship matrix.
focuses on the undesired causes of a
3. No common cause is seen throughout
some direction by strategically focusing
on the particular bone, shown by the cir-
The details of completing a cause and
effect matrix are beyond the scope of this
column. But the basic
Several potential causes
on one bone / FIGURE 1
problem, creatively combining these tools
provides the team with more options on
how to proceed with the project.
process uses a cross-
As a lean Six Sigma practitioner, you
should begin to see how many of the tools
in which each row and
and techniques naturally work together
column intersection is
to provide a more focused approach on
scored by the team for the
process improvement. QP
degree of relationship and
is multiplied with a rating
of importance provided
by the customer. Each of
these multiplications is
added across the horizon-
tal row, providing the final
score at the far right.
46 QP * www.qualityprogress.com
SCOTT FORCE is a Six Sigma Master
Black Belt trained by Sigma Breakthrough Technologies Inc. with more
than 20 years of quality improvement experience in the healthcare,
automotive and power equipment
industries. He earned a bachelor's
degree in manufacturing engineering
from Miami University in Oxford, OH. A senior member of
ASQ, Force is an ASQ-certified quality technician, engineer
and Six Sigma Black Belt.
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