What is the Analyze Phase?

As the name suggests, the phase involves analyzing the problem to determine the root cause. This allows the Six Sigma project team to tackle the problem at a deeper level and get rid of it permanently. In a manufacturing process, for example, this means investigating what is leading to defects in the products. This is something the customer does not want, which is also known as variation.

Tools for Identifying Possible Causes

The Analyze phase involves identifying all possible causes. Since this is Six Sigma, it means that teams are in luck. There are tools that they can use to take the guesswork out of coming up with potential causes.

Here are the most widely-used tools for doing this:

• Process map – This is a flowchart that shows the process in its current state. This means all the steps, actions, inputs, outputs, and other details are illustrated for a better understanding of the process as is. This allows the team to visualize potential causes by looking at the changes in the process.
• Fishbone diagram – Also known as a cause-and-effect diagram or Ishikawa diagram, a fishbone diagram allows the team to group potential causes into related categories. The problem being experienced is written as the head of the fish. Each bone on the spine represents a category. Then lines are added to each bone, and these are the potential causes.

Tools for Root Cause Analysis

After identifying the potential causes, the team needs to perform a root cause analysis (RCA). The main idea behind RCA is to eliminate the problem at the root so that it does recur. This is important because it means that resources aren’t wasted on dealing with a superficial or wrong cause.

Here are some popular RCA tools:

• Chi-square test: This is a test performed to determine whether there is statistical significance between the expected and observed outcomes. If the difference is statistically significant, it means an independent cause is responsible. Otherwise, it could be because of chance and not worth further investigation.
• Regression analysis: Regression analysis is a series of statistical techniques that help identify variables that lead to a particular result. In this case, it can help tie which potential causes have an impact on the problem being observed. The team can then know which ones to ignore and which ones pay close attention to, as well as how they are related.

Conclusion

After analyzing the problem, improving it is the next step. This is why the Analyze phase is important, as it helps the Six Sigma team identify the exact cause of the problem at the root. This allows the team to eliminate it once and for all to reduce the incidence of defects.

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What Does Lean Focus On?

Lean focuses on reducing the eight types of waste (Muda).  Defects, overproduction, waiting, non-utilized talent, waste from transportation, inventory waste, waste from motion, unnecessary processing. Additionally, Lean principles aim to reduce waste by identifying and eliminating it. Lean also improves production by maximizing flow and identifying non-value-adding steps you should remove. Anything that does not add value for the customer is a potential threat to production. As such, Lean uses a holistic approach that aims to build a culture of continuous improvement and in-depth analysis.

Lean Principles, Tools, and Techniques

• PDCA. Standing for Plan, Do, Check, Act, PDCA is a rapid cycle-based strategy used to drive process improvement.

• 5S is a 5-step method for creating and maintaining an intuitive and efficient workplace. The 5 Ss stand for Sort, Set In Order, Shine, Standardize, Sustain.

• 8 Types of Waste. Lean aims to eliminate the eight waste types: defects, overproduction, waiting, non-utilized talent, waste from transportation, inventory waste, waste from motion, and unnecessary

• Value Stream Maps. VSMs are a visual method for displaying the key process steps in production.

• Flow is the unhindered movement of a process.

• Pull describes how customer demand is used to dictate process flow, i.e. what the customer wants, or might want, determines what a company produces.

What does Six Sigma Focus On?

Six Sigma and Lean share many similarities. As such, they complement each other very well. However, Six Sigma focuses primarily on reducing variation, just one of the seven types of waste Lean tackles. Six Sigma is used to complete improvement projects, aimed at solving process issues. It is also highly data-oriented, involving validation of hypotheses using statistics. Six Sigma knowledge is classified using a belt-based hierarchy styled on martial arts (Yellow, Green, Black, and Master Black Belt). The higher the belt, the more adept you are at using Six Sigma. Furthermore, one of Six Sigma’s primary tools is a 5-step method with which to complete improvement projects.

Six Sigma Ideas, Tools, and Techniques

• DMAIC. This 5-step method uses the following steps, Define, Measure, Analyze, Improve, and Control to improve production processes. Furthermore, DMAIC also allows you to identify the problem and develop creative solutions through deep analysis.

• Project Charter. Six Sigma uses a single-page document to outline the process issue, project goal, scope, and a timeline. Moreover, the charter forms an essential framework for the trajectory of an improvement project.

• Pareto Chart. Pareto Charts display information about potential causes of process issues in a cascading bar chart format. Additionally, you should also organize problems from largest to smallest.

• Hypothesis Testing. Hypothesis Testing is a way of providing statistical precision to root causes of process problems, so you can make the best decisions.

• Design of Experiments. Methods of controlled testing, with which to assess how efficient processes are. DoE also allows you to select the best conditions, materials, and methods for each.

• Statistical Process Control. SPC enables you to monitor your processes, ensuring they consistently satisfy customer demand.

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Six Sigma Yellow Belt Curriculum

• Core Yellow Belt Techniques and Ideas 

  Our two-day course introduces process mapping (6-foot view), C&E matrices, effects analysis, failure modes, and fundamental statistics. Likewise, we teach how to comprehend and create SIPOC diagrams, as well as develop graphs. Software like Minitab is an essential tool in Six Sigma, which is why we provide a crash course in how to use it effectively.

• Competitive Strategy

  Six Sigma relies on several important principles to make the most impact on production process improvement.

1. Operational Excellence is a key principle in Yellow Belt curriculums, as it encourages businesses and production lines to operate at optimal levels. Yellow Belt curriculums should teach trainees how to implement OE processes to different types of enterprise. Ideally, OE principles should be taught in a practical and theoretical sense. That way, Yellow Belts will have the best of both worlds when it comes to Six Sigma skills. The practical expertise to make lasting changes towards process improvement, and the theoretical knowledge to back them up.

2. Customer Intimacy is another important principle in Yellow Belt training. On our Yellow Belt curriculum, we teach trainees how to understand value streams within businesses, as well as the many ways in which customer expectation and demand affects production. Yellow Belts should be able to identify areas that require attention, such as those affecting customer satisfaction. 

3. Product and Cost Leadership strategies also form an essential part of Yellow Belt work. Product Leadership pushes companies to produce innovative products and adapt existing services in a creative manner. Cost Leadership is similar in that it pushes a company to take advantage of market share by supplying quality products at competitive prices. Both strategies help to outdo competitors and position a company as leaders in cost and production. Yellow Belts should understand the fundamentals of both if they are to make any significant process changes. 

• Continuous Improvement (Kaizen)

  Additionally, Kaizen is a key mindset for businesses to have. Instead of letting processes fester and accumulate waste over time, employees should be taught to seek out and recognize problems as they occur. Using Yellow Belt knowledge, Six Sigma practitioners need to understand Kaizen and how it can drive lasting process changes. 

• Six Sigma (and Lean)

  Six Sigma and Lean forms the groundwork of all Yellow Belt work. All Yellow Belts should possess a strong grasp of Six Sigma’s fundamental methodologies. Yellow Belts should understand the value, attitudes, and goals of Six Sigma. Our aim is to incorporate more Lean elements into our courses, to help students realize effective improvements in practice. 

• Organizational Culture and Change Management

  Six Sigma demands teamwork, and project management and leadership skills are essential qualities in Yellow Belt training. While Yellow Belts occupy varying positions, they still form part of an important hierarchy which they must understand. In leadership roles, Yellow Belts should also be knowledgeable of Top-Down and Bottom-Up approaches to change management.

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