Control Charts are a simple yet powerful tool that helps us understand if a process is “stable or in control.” Control Charts are used in the Control phase of the DMAIC (Define, Measure, Analyze, Improve, and Control) process. The charts help us track process statistics over time and help us understand the causes of the variation.

A process can be called stable or under statistical control if it has only one average and one standard deviation. What this means is that the process can still produce materials that are out of specifications. But the deviation is well within a predictable limit, and the whole process is completely under control. The control is specified by a single average, which means that the output quantity remains the same after the whole process is completed.

There are two types of general data: Variable and Attribute.

• Variable data is data that is in a continuum range and can be measured on any scale. For example, height, weight, etc., data can be measured between two numbers on an infinite scale. It is also known as continuous data.
  
• Attribute data is the type of data that has two types: discrete and numeric. Discrete attribute data assigns a numeric value to a qualitative characteristic of your project. For example, agree, strongly agree, disagree, etc. can be plotted on a scale of 1 to 5, based upon the increasing magnitude of the issue. Numeric attribute data is the type that can be counted. For example, the number of errors in the delivery of a product, customer waiting lines, defects produced in a process, etc.

Why do we need Control Charts?

Control Charts help us identify controlled and uncontrolled variations in a process. Let’s further understand what these variations are and how they affect the process.

Controlled Variation

• They are known as “common causes or inherent (noise) or random causes.” This kind of variation is always present in any kind of process due to the regular and repetitive nature of the input and conversion processes. This variation is natural, and we can never predict the next data point exactly. The common causes will have a brief effect on the process and will appear and disappear randomly, thus awarding it so many names.
  
• However, if the input and conversion process activities stably repeat themselves, then the common cause variation can be predicted, not accurately, but we can get a range or a band in which the noise variation can take place. A process is considered stable if it has only common causes.

How do we fix it?

• Common causes usually arise from the basics of a process. So, to fix it, fundamental changes are required. Also, there are many strategies to achieve the same goal, like the drill-down strategy, the disaggregate strategy, etc. Thus, as we take these approaches, we can find the noise and reduce or mend it permanently.

Uncontrolled Variation

• They are also called or known as “special cause variables or assignable variables” (signals). This type of variation is not usually present in the input or conversion activity of the process. They originate from outside the process and create changes in the process, making it difficult to identify and analyze common causes.
  
• Signals affect the natural variation of the process and are the major cause of irregularities or shocks in the process.

How do we fix it?

• You need to work with the data and make sure that the data is accurate and timely. Also, when signals arise, you need to immediately find the cause and fix it. Find or make some changes in the higher-level process to rule out special causes from repeating. And you should never make fundamental changes to fix special causes.

Note: All processes have common causes, but not all processes are affected by special causes.

As previously stated, noise cannot always be avoided because it is a natural variation that we must accept and work with. But signals are more like an anomaly that can point out major flaws in the process and, if fixed, can greatly benefit the entire process.

Types of Control Charts

There are two major types of Control Charts, which are further divided into subcategories, for better understanding the causes, controlling the process, and making it stable or in control. The types of Control Charts are Variable Control Charts and Attribute Control Charts.

Variable Control Charts plot statistics from the measurement data, such as height, length, width, etc. 

It is of three types:

• Individual and Moving Range (I-MR)
• X Bar Range Chart (X Bar/ R), X Bar Sample Chart (X-Bar/S)
• 3 Chart I-MR-R (Master Black Belt)

Attributes Control Charts plot a process statistic, which is plotted against a sample number or time.

It is of four types:

• Np-Chart
• P-Chart
• C-Chart
• U-Chart

As we read, there are 7 types of control charts. We will use them as per the data type and then proceed further to get the process stable or in control. Thus, if the data is continuous or variable, we use the I-MR Chart, X-Bar R Chart, and X-Bar S Chart.

If the data is discrete or attribute, then we use P, Np, C, and U Charts.

The charts mentioned below are used for continuous or variable data.

• I – MR Chart
  When we can’t subgroup data, we use the I-MR chart. This measures continuous data, as often we do not get many points, or maybe the process has a long cycle time, so we use this chart. As we learned earlier, there can be data on an infinite scale between two numbers. Thus, this chart proves helpful for plotting this kind of data.
  
• X-Bar R Chart
  When dealing with continuous data, we have 2 or more, but not more than 10 subgroups. Then we use the X-Bar R chart. This chart helps us determine if a process is stable and predictable. The X represents the mean of all subgroups, and the R represents the range of all subgroups.
  
• X-Bar S Chart
  When dealing with continuous data, if we have more than 10 subgroups, then we use the X-Bar S chart. We can also use this chart for more than 2 subgroup sizes. The X represents the mean of all subgroups, and the S represents the sample size.

Now let’s move on to discrete data. We use 4 types of charts as discrete or attribute data is divided into 2 parts, i.e., defective items and specific types of defects. So, different charts are used for each use case. The charts mentioned below are used for discrete or attribute data.

Under the category of defective items, we use two types of Control Charts – P and Np.

• P Chart
  The P chart is used to measure and plot the defective discrete data, checking the stability of the process. It plots the number of units that are not fit.
  
• Np Chart
  The P chart is used to measure and plot the defective discrete data, checking the stability of the process. It plots the proportion of units that are not fit.

Note: The main distinguishing factor between the two is that the P chart is used for varying sample sizes, while the Np chart is used when the sample size is constant.

Under the category of specific defects category, we use two types of Control charts – C and U.

• C chart
  The C chart helps us check the stability of a single unit, which might have one or more defects. For example, the number of defects in one remote. A C-chart plots the number of defects.
  
• U chart
  The U chart helps us check the stability of a single unit, which might have one or more defects. For example, the number of defects in one remote. A U-chart plots the number of defects per “inspection unit.”

The main distinguishing factor between the two is that the C chart is used when the sample size is fixed, and the U chart is used if the sample size is not fixed. Both charts are used if there is more than one defect.

For a handy approach, use the chart below.

Important points to consider when using Control Charts

• If the value of LCL is negative, assume LCL is 0.
• Because the sample size in the P and U charts varies, we can take the average sample size to obtain a fixed sample.
• Continuous data exhibits two charts, and discrete data exhibits a single chart.
• If the process is in control, it does not mean it’s stable, it just means it is consistent.
• Variable control charts are more sensitive to changes as compared to attribute control charts.
• Variable charts are highly useful for processes such as estimating tool wear and tear.
• Use an individual chart when a few samples are available. This should also be used when the subgroup is not known.
• The U-chart and the C-chart calculate the number of defective units.
• The P-chart and the Np-chart are highly useful for charting proportions. 
• Use a U-chart for continuous items, such as fabric, metal sheet, etc.
• C-charts are useful in comparison to U-charts, especially when there are a lot of possible defects, with a small chance of any defect occurring. For example, flaws in a roll of cloth, etc.

Conclusion

In this article, we learned about the importance of Control Charts and how greatly they can benefit the entire process. What must always be kept in mind while using them is to make sure to check and recheck if you are using the right one. Because if you know when to use which control chart, it will not only save you valuable project time but also provide meaningful information and opportunities for improvement in the process.

To conclude, the Control Chart is a boon for process improvement, enabling us to take necessary preventive action for causes that make a process unstable or out of control. A Control chart should be used at time intervals to check the performance of the process. It also works as a health check-up for your process.

In a Lean Six Sigma project, we use a Control Chart at the beginning of the project as well as at the end of the ‘Improve’ phase to implement required changes and keep the process stable or in control.

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In the world of business, problems occur. And it is good to know that many of them can be preventable using the right tools. And that is where process behavior charts come in. They are used in a wide variety of industries, especially in the manufacturing industry, for the purpose of finding out if a process is stable and in control. 

These charts visually monitor the performance of a process using a data-driven approach. And when they are used correctly, they can give you the ability to prevent problems from occurring in real time. In the instance of manufacturing, this means a company can eliminate problems like costly downtime. This makes process behavior charts an invaluable tool in that respect.

Besides that, process behavior charts can do so much more. Here are some of the other benefits.

Benefits of Using Process Behavior Charts in Organization

They tell you when something is wrong in a process

Sometimes it can be hard to tell when a process in trouble and needs to be amended. By looking at a control chart, you can be able to tell when it is time to make some improvements. That way, these charts serve as an early warning system, telling you when a process is about to misbehave.

As we know, in the world of manufacturing, producing a subpar product can be costly in many ways. For example, if your product is of low quality, you run the risk of disappointing customers, which can make them jump ship and seek out the competition. By using a process behavior chart, the problem can be identified it its infancy and corrected before it becomes a real issue.

They prevent unnecessary tampering of the process

Most times, a process behaves the way it should, meaning there’s no need to make any amendments. Tinkering with it would count as unnecessary tampering, which can cause it to misbehave. Tampering with it could accidentally leave it vulnerable to factors that can increase special cause variation, which is not the type of variation you want.

By looking at a control chart, you can make an informed decision in regards to the process; like when to avoid messing with what works. When a process is working correctly, the variation will be random along the center line. This is a good time to tell operators to do nothing and let it do what it does until the chart tells you otherwise.

They help you determine if your improvement efforts are working

Suppose you have a process that is not stable and is out of control. You can make amendments to it, but how can you tell whether your efforts have paid off? By looking at a control chart, of course. The chart can also alert you if your amendments are having the opposite effect; making the process worse rather than fixing it.

On top of assessing the impact of your amendments, process behavior charts can give you the power to predict the future output of a process. When a process is stable and in control, it can be predictable, This type of information can put you in a position to make informed decisions.

They eliminate guesswork when improving a process

Some people have a natural talent when it comes to fixing processes. This allows them to tell exactly what is wrong and how to fix it. These people operate by instinct, and by looking at a process behavior chart, they would just be confirming what their gut feeling has already told them.

However, not everyone has this innate ability, and to level the playing field, they can use a control chart. If they use their gut feeling in this scenario, they would be doing a lot of guesswork and probably fall prey to myths surrounding the performance of processes.

There are many tools that can be used to tell what is wrong with a process. Ensuring that all processes, especially in the manufacturing industry, are running smoothly is essential to customer satisfaction and gaining a competitive advantage. This is essentially what process behavior charts are for, which gives way to the above-mentioned benefits.

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A fishbone diagram, also known as a cause and effect diagram or Ishikawa diagram, is an invaluable tool for root cause analysis. This graphical tool allows your team to brainstorm various potential causes and see how they relate to the problematic effect being observed. You can then investigate each effect and rule it out until you get to the root cause of the problem.

The structured approach to identifying potential problems that aren’t obvious at first glance is what makes fishbone diagrams effective. They are an easy tool to use but that greatly hinges on your team’s ability to brainstorm. Unfortunately, brainstorming sessions have a notorious reputation for being unproductive – yielding no usable ideas or information.

People who have led productive brainstorming sessions can attest to the usefulness of this diagram. However, there is no single fishbone diagram that can apply to every situation. Using the right fishbone diagram for the right situation is also key. 

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Here are a couple of fishbone diagrams that you can draw while you brainstorm.

Simple Fishbone Diagram

This is the basic and most commonly-used fishbone diagram. The affinities or sections are not predefined, allowing you to adapt it anyway you want to fit your organization and scenario. So if you are using it in a restaurant setting, you can make sure that your diagram is different from one that can be made in a manufacturing plant.

4S Fishbone Diagram

If your organization operates in the service industry, you will most likely use this fishbone diagram. All potential causes, along with their information, are grouped into four sections: systems, surroundings, skills and suppliers. You can use this fishbone diagram outside the service industry – as long as it applies.

8P Fishbone Diagram

This is another fishbone diagram that is popular in the service industry, although people in manufacturing and administrative function use it as well. This particular cause and effect diagram has eight sections, all of which start with a P – hence the name. These sections are procedures, policies, place/plant, products, people, procedures, price and promotion. 

Man Machines Materials Fishbone

This Ishikawa diagram is based on the 6M’s of Six Sigma. These are man, materials, machine, methods, measurements and mother nature. These categories are mostly used to draw a cause and effect diagram in the manufacturing industry. It prevents people from focusing on the most obvious cause, which is man.

Design of Experiments Fishbone

Fishbone diagrams can also be used to help your team design an experiment. This is where you have a response variable and use the diagram to come up with factors for it. These factors are sectioned into controllable, held-constant, uncontrollable and unlockable nuisance factors.

Conclusion

You can’t use a single type of fishbone diagram to find the root cause in every situation. As you can see, there are at least five fishbone diagrams you can draw as your team tries to list down all the potential causes to an effect. You can use software like Minitab or draw it by hand – just make sure you are using the right fishbone diagram.

Global Six Sigma offers both Live Virtual classes as well as Online Self-Paced training. Most option includes access to the same great Master Black Belt instructors that teach our World Class in-person sessions. Sign-up today!

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In the meantime, take a really look at what the regular benefits of implementing Six Sigma are and if you haven’t already done so make your business akin to those of the Fortune 500 successful businesses. Now is the time to do so.

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• Economical: Going green helps lower the costs of manufacturing. By using renewable energy, this will lower your need for energy, thus when you lower the need you pay less and save money.
• Saving our planet for future generations to enjoy. It is no secret that prior generations have done damage to our environment and planet, but we still have time to turn things around, and going green is the way. 
• A reduction in waste and clutter and an increase in organization. This is regardless of where you go green, on a company level, or at home on a personal level.

This important course includes, the following:

This online, on-demand Six Sigma Green Process Management training program will teach you what it means to be green, why green is important to your business and how to help your company establish, achieve and monitor “Green Goals.” Upon completion, this program will help you strengthen your organization by understanding, communicating and implementing the core concepts of Green Process Management. Designed for professionals with little or no prior experience with Green or Six Sigma methodologies, this course helps you to understand what Green is and why it is important.

• Digital version of the same, complete Green Process Management Introduction program delivered to our live classroom attendees
• On demand, 24/7 access for 60 days of access to this professionally narrated online 6Sigma.com training course
• 60 days of access to the training manual in electronic format with the ability to print 2 copies for your own use.
• Online comprehensive final exam.
• Upon completion of the training and passing the comprehensive final exam, you will receive a certificate of training completion.

This is a win win course because going green benefits everyone — you, the planet, and future generations! For more information on our Lean Six Sigma courses and services please visit 6sigma.com. 

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The Reasons Six Sigma Champions Are So Important

The success of a Lean Six Sigma business strategy is dependent upon the support and actions of Lean Six Sigma Champions. Typically, Champions are senior managers that have access to organizational resources needed to drive and support the implementation of Six Sigma projects. Champions help remove any roadblocks the Lean Six Sigma Black Belts encounter, and in general “champion” the cause and needs of the Black Belts to deliver maximum benefit to the organization.

This Information is Priceless

In this training course, you’ll learn the skills needed to mentor and support Black Belts and their projects, as well as learn the process to select effective Black Belt candidates and projects that will support organizational goals. We’ll also outline the organizational roles and responsibilities and deployment structure needed to lead to project success.

We emphasize the strategy and process of the five phases of the Six Sigma implementation DMAIC (define, measure, analyze, improve, and control) and proper use of statistical tools at each phase so that you will be able to “ask the right questions” when giving leadership and support to Black Belts.

In addition to learning the implementation process, you will:

• Gain insight into the background and intended use of a Six Sigma business strategy
• Understand how Six Sigma compares to other methods
• Develop a strategy for integrating Six Sigma into the operating plan
• Use the process for establishing Six Sigma project and Black Belt selection criteria
• Become familiar with the proper use of statistical methods
• Become proficient in guiding project leaders (Black Belts, Green Belts) through each phase of the DMAIC
• Access to the online Champion training for 90 days in our online Learning Center portal
• Access to the online companion manual, delivered using LockLizard for secure access
• Downloadable library of Six Sigma templates and files to use and modify as you see fit
• Certificate of completion upon successfully passing the final comprehensive exam

Champions are a breed all their own, in that this information in the right hands is gold. Everyone can become a Six Sigma Champion, but only the cream of the crop will rise to the top. The only way to find out if you have what it takes is to sign up and see for yourself. 

For more information on our Lean Six Sigma courses and services, please visit 6sigma.com. 

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Plan: Here you want to identify what the problem/issue is, then perform an analysis of this problem so you can test it and how it is affecting your bottom line. So if you do the preceding, you would identify the problem and understand the root cause of the problem, using data collected to decide which of the possible causes is the true root cause.

Do: This is where you will test or experiment with possible solutions and figure out which one is the best possible solution. Do small experiments to figure out quickly what changes are needed, then you can always go back on a bigger scale after you’ve gauged the improvements results on the smaller scale. Then you can measure the solution you have chosen to its full potential, and of course measure the resolved results.

Check: Here you are going to compare the results using before and after data that you have collected. Analyze the results and measure how effective the improvements were, and then make the supported hypothesis of whether or not the solutions used reached the desired objectives.

Act: Here you document the data from the results you obtained. Inform your team about the process changes, show the data if need be. Make suggestions if other process changes are needed. 

This is just a brief explanation of how to work the PDCA template. For more information on For more information on our on-demand online classes or our virtual classrooms, please visit 6sigma.com. 

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The Solution: Low Cost 1-Day Onsite Lean Assessment

What is the one day on-site assessment? You’ll be able to observe and interview key personnel in your operation to identify your organization’s biggest opportunities, and develop an action plan to start or re-energize your Lean efforts.

What does 6Sigma.us assess?

• Inventory (the impact of)
• Queues (or WIP, Raw Material, Finished Goods Waiting on “something”)
• Product Lead-Times & Throughput
• On-Time Delivery, Quality, & Operational Metrics
• Production Capacity & Planning
• Machine Downtime (this Includes Setups & Changeovers)
• Workspace (Floor Space) Utilization
• Product Flow and Movement
• Materials or Service Replenishment
• Cleanliness & Organization
• Internal and External Supplier Issues

Deliverables from the assessment:

• Future State Map of Process(es)
• Includes detailed metrics to be delivered for the “Future State”
• Action Plan developed to deliver the “Future State” of the Process(es)
• Quote of Work to be performed (cost broken down for each service)
• 100% Guarantee (to reach approved “Future State”)

We Will Come To Your Organization

Although we have many public offerings in the United States and around the world, our onsite Six Sigma training and certification allows us to focus on the needs of your company. We provide full deployment services from beginning to end. We also offer separate onsite Six Sigma training and certification options for organizations already using the methodology or just wanting to launch in a specific area. We can train as few as eight individuals or 1,000 or more depending on your specific requirements.

We have had great feedback from those who took advantage of this low cost assessment by our highly regarded Lean professionals. Many of our clients felt this opportunity was awe-inspiring because the data spoke for itself and erased any doubts they might have had.   

Please contact us for more information on this great opportunity!

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What are the learning objectives of the Root Cause Analysis course?

• Know what to do when problems occur.
• Define, validate and decide if the problem should be solved.
• Use a team approach and understand team dynamics.
• Take appropriate interim actions.
• Choose the most appropriate RCA methods for the situation.
• Determine and implement the best sustainable solution.

The RCA 3-Day Course covers a broad range of topics:

• What Root-Cause Analysis (RCA) is, why we need it and when to use it
• Problem-Solving Process Flowchart (8D Roadmap)
• Problems vs. Opportunities
• Preventative Practices
• Problem Detection & Specification
• Problem Anatomy = |Should – Actual|*Risk
• Causes to Determine
• Cause Structures
• Situation Appraisal
• Known vs. Unknown Cause
• Using Facts, Evidence & Assumptions
• Interim Actions
• Using a Team Approach
• Risk Analysis Tools
• Importance of Language
• Cause-Effect Mapping Methods
• Potential Cause Filters and Generators
• Human Error
• Choosing the Best Solution Profile
• Solution Validation
• Exercises & Case Studies

Finally, a complete course that teaches you how to find the cause of the problem, and ultimately the solution! It advocates using actual data and facts without any gimmicks and it works. For more information and to see when we are teaching in your city, please click visit 6sigma.com.

Contact us if you have additional questions.

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We celebrate Labor Day to honor the American workers and the impact they have had on the prosperity and economic strength of the United States. As many of you are directly involved in that contribution, we honor you and your thriving businesses.

We thank you for your patronage. All of us at 6Sigma.com wish you a great Labor Day!

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Six Sigma relies on measurable data used in manufacturing, as well as process tasks used to create the product/service.

What Does One Do with the Data?

Once the goal has been established for the business or organization, there’s a very precise template that has four phases:

1. Define: Identify, prioritize and select the key project.
2. Measure: Establish current baseline data, establish key project processes and measure current performance levels.
3. Analyze: Identify variables, process inputs, key process causes for variables.
4. Improve: Generate ideas, identify and evaluate solutions for your issue and develop  an implementation plan.
5. Control: Establish methods and document them for managing all the changes you’ve made on a full scale.

The DMAIC outline above is a very basic, easy to follow template. The template is a guideline; the tools that you use to establish the information needed make this whole process easy to follow. 

One of the most important Six Sigma elements to implement is Six Sigma culture. Yes, knowledge of the processes and how to apply Six Sigma tools as well as methods are very important. But it is the involvement of the entire organization that does the trick. 

For example, who defines what needs improving? In the traditional company culture, it would be senior managers and department heads. In a culture that implements the Six Sigma philosophy, everyone has a say in defining what needs improving, from the senior managers to the actual team members. After all, why shouldn’t they? Usually it is the actual team member/staff that does the work, so ideas will flow as to how to make processes better. 

For more information on our Six Sigma training courses or services, please visit 6sigma.com. 

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Let Everyday Be Christmas 

Christmas is forever, not for just one day,
for loving, sharing, giving, and not to put away
like bells and lights and tinsel, in some box upon a shelf.

The good you do for others is good you do yourself.

Norman W. Brooks

From All of Us at 6Sigma.com!

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One of the most important elements of Six Sigma is customer satisfaction, because without it, your business is not doing its job. Yes you heard that right, your business has a job and that is to keep the customers happy and coming back.

Customer complaints, although hard to take, are to be thought of as the voice of the customer and are very important. VOC is to be heard and not ignored, since the customer is frequenting your establishment and spending his or her hard-earned money. They deserve the best your business can offer.

A few important points:

• Listen to what the complaint is (what is the source of the issue?)
• Get your Pareto Chart and determine the problems or causes in a process (Root Cause Analysis)
• Next, get the DMAIC template: Define-Measure-Analyze-Improve-Control

With the Pareto Chart and Root Cause Analysis, you will find out what is causing the issue. When you feel you have found the cause, now it is time to eliminate this issue. If the issue is not eliminated, then your customer will just eliminate himself or herself from your business!

Customer Loyalty

By taking the time to listen to VOC and then taking the time to fix the issue, you will encourage customer loyalty, because the customer feels that they have been heard and valued. Think about it: your customer picked your establishment to spend their money…don’t they deserve to be heard?  Customer loyalty is priceless.

For more information on our Six Sigma training courses or services please visit 6sigma.com.

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Define: The goal of the process to be analyzed. It then needs to be specified who is involved and what exactly their roles are in this assessment for improvement.

Measure: Taking data from practices, statistics, videos and any pertinent tasks that offer data, the team begins to take on the task of getting a baseline for their variances. Variance will kill consistency, which is a fundamental strength of a winning team.

Analyze: After all the data has been collected, the team now has to analyze this data very carefully to find the exact place or places where things go awry and pinpoint those areas for specific improvements.

Improve: After finding the root cause of an issue/problem, now the team must brainstorm possible solutions until they find the right one. This process might take awhile and there is trial and error involved. Keep the mindset of reaching the goal of efficiency in this process.

Control: After the team finds the exact solution, now they must document the powers that be. The solutions are administered and improvements are implemented and assessed, to make sure that the team is playing at new and improved levels.

*To maintain a winning team, the Kaizen mindset of constant small improvements over the course of forever is imperative.

For more information on our Six Sigma training courses or services, please visit 6sigma.com.

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