Six Sigma MEASURE phase
Intro to Measure phase
S IX S IGM A AS P ROBLEM S O LVI N G
PHASES OBJECTIVES TASKS
1. Identify focus areas
DEFINE Identify
Opportunities 2. Set-up projectand deploy teams
3. Define key process output variable
Determine 4. Develop data collection plan
MEASURE capability
5. Determine current process capability
6. Brainstorm all possible causes
Investigate causes 7. Shortlist major suspected causes
A N AL Y SE 8. Verify actual causes
9. Identify and evaluate possible
IMPROVE Find solutions improvement solutions
10. Plan improvement actions
11. Standardize improvement actions
Sustain
CONTROL improvements 12. Document and close the project
Six Sigma
SIX SIGMA METHODOLOGY
Define
Practical Problem
Characterization
Measure
Process
Statistical Problem
Y
Analyze
Statistical Solution
Optimization Improve
Process
Practical Solution Xs
Control
Goal: Y = f ( x )
MEASURE PHASE
The purpose of Measure Phase is to gather data that describes the
nature and extent of theproblem.
MEASURE PHASE DELIVERABLES
Detailed Process Map
Data Collection Plan
Data and Metrics
Capability Analysis
Updated Project Charter and Plans
Flow Process Chart
Flow Process Chart Present Method Worker Type
Chart No.: Subject Worker: Activity Present
Process Step: Operation
Transport
Location: Delay Select
Prepared by: Inspection
Storage Record
Total
Time: Examine
Distance:
Productive Activity:
Develop
Date: Unproductive Activity:
Description No. Ti Distan Activity Activi
Evaluate
me ce ty
(Un (Uni Typ
Define
it) t) e
Element 1
Install
Process Step:
Element 2
Element
No. 3 Element Time Fatigue Personal Standard
Total Maintain
Estim Allowan Allowance Time
ate ce (4%) (7%) (Unit)
(Unit)
Value-Added Flow Analysis
• Value-Added Flow Analysis combines two powerful tools
into one.
• The Value Analysis differentiates steps that add value in the
eyes of the customer from those that do not, and Flow
Analysis calculates the time spent on each step.
• This makes clear the time and effort being spent on non-value
adding activities, the cost of doing business, and sets the stage
for reducing waste and streamlining the process.
Value-Added Flow Analysis
Value-Added Flow Analysis
Name: Tracy Process Name: Lunch Order to Delivery
Tim e
Date: 10-Mar Measured In: Minutes Hours Days
(select units)
Value NVA & NVA-
Step
Adde Require NVA -
# Process Step Label
d Wait
(VA, NVA, d
Proce Time
NVAr) Process
ss
Time Time
1 Walk the customer order to the kitchen NVA 2
2 Check if it's readable NVA 2
3 If not readable, bring back to the waitress NVA 2
4 Ask the waitress to clarify the order NVA 2
5 Walk the customer order back to the kitchen NVA 2
6 Prep cook passes the order to the chef NVA 2
7 Chef assesses the order NVA-r 2
8 Ingredients assembled VA 2
9 Order cooked or prepared VA 7
10 Order plated NVA-r 1
11 Order placed on the warmer/staging NVA 1
12 Order waits for pickup NVA 10
13 Waitress picks up order NVA 2
14 Customer Receives the order VA
Time 1
%of total
Total Value-Added Process Time 10 26.32%
Total Non-Value-Added or NVA-r Process Time 15 39.47%
NVA- Wait Time 13 34.21%
Total LeadTime 38 100.00%
