Client, Enterprise

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CUSTOMER COMPETITIVE INTELLIGENCE
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FOR SYSTEMS INNOVATION DESIGN
DEPARTMENT OF STATISTICS
REDGEMAN_at_UIDAHO.EDU
OFFICE 1-208-885-4410
DR. RICK EDGEMAN, PROFESSOR CHAIR SIX SIGMA
BLACK BELT
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DMAIC The Control Phase
DEPARTMENT OF STATISTICS
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a highly structured strategy for acquiring,
assessing, and applying customer, competitor, and
enterprise intelligence for the purposes of
product, system or enterprise innovation and
design.
DEPARTMENT OF STATISTICS
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Define the problem and customer requirements. Mea
sure defect rates and document the process in
its current incarnation. Analyze process data
and determine the capability of the
process. Improve the process and remove defect
causes. Control process performance and ensure
that defects do not recur.
Define
Control
Measure
Improve
Analyze
Six Sigma Innovation the DMAIC Algorithm
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Control The Goal of the Improve Phase is to
Test Sources of Variation to Determine which of
These Actually Cause Process Variation. 10.
Validate the measurement system of the control
variables. 11. Determine process capability. 12.
Implement process control system bring the
process to a close.
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Control 10. Validate the
measurement system of the control variables.
GOAL Make sure the implemented solution
remains effective and in control HERE WE
ESTABLISH THE Process Control System Even though
our solution may be an excellent one, the nature
of most systems is toward entropy or
degradation, thus we will (a) Create an
implementation plan with controls for each x
(b) Prepare documentation and provide (for)
training, and (c) Collect data to re-evaluate
process capability. RECALL our Measurement
System Analysis, as used in Step 3 of
MEASURE a. what is the measurement process
used? b. describe that procedure c. what is
the precision of the system? d. how
was precision determined e. what does the gage
supplier state about f. Do we have results
of either a Accuracy Precision
Resolution Test-Retest Study? or a
Gage RR Study? In MEASURE the MSA was applied
to y. In CONTROL it is applied to x.
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Control 11. Determine process capability. The
GOAL at this stage is to statistically confirm
that the implemented changes have produced
improved performance. Process capability is
reassessed. A Hypothesis Test may be appropriate
to evaluate the difference in performance
prior to and after the implemented changes
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Control 12. Implement process control system
and bring the project to a close Three primary
approaches may be used at this stage Risk
Management This is similar to FMEA but now
focus is trained on x, rather than y. Risk
Management Score RMS (Impact)(Probability)
RM identifies and quantifies risks, establishes
a risk abatement plan, and monitors the progress
of the plan. Mistake Proofing This is a
technique for eliminating errors by making it
impossible to make them in the process. To quote
It is good to do it right the first time. It is
even better to make it impossible to do it
wrong. Statistical Process Control (Charts)
This is a feedback system with sequential data
and ongoing process data collection.
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Black Belt Perspective
1 Select CTQ Characteristic 2 Define Performance
Standards 3 Validate the Measurement
System 4 Establish Product Capability 5 Define
Performance Objectives 6 Identify Variation
Sources 7 Screen Potential Causes 8 Discover
Variable Relationships 9 Establish Operating
Tolerances 10 Validate Measurement
System 11 Determine Process Capability 12 Implemen
t Process Controls
Measure Analyze Improve Control
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Business Level View R Recognize the true
states of your business. D Define what plans must
be in place to realize improvement of each
state. M Measure the business systems that
support the plans. A Analyze the gaps in system
performance benchmarks. I Improve system
elements to achieve performance goals. C Control
system-level characteristics that are critical to
value. S Standardize the systems that prove to
be best-in-class. I Integrate best-in-class
systems into the strategic planning framework.
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Operations Perspective R Recognize operational
issues that link to key business
systems. D Define Six Sigma projects to resolve
operational issues. M Measure performance of the
Six Sigma projects. A Analyze project performance
in relation to operational goals. I Improve Six
Sigma project management system. C Control inputs
to project management system. S Standardize
best-in-class management system
practices. I Integrate standardized Six Sigma
practices into policies and procedures.
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A Process View R Recognize functional problems
that link to operational issues. D Define the
processes that contribute to the functional
problems. M Measure the capability of each
process that offers operational leverage. A Analy
ze the data to assess prevalent patterns
trends. I Improve the key product / service
characteristics created by the key
processes. C Control the process variables that
exert undue influence. S Standardize the
methods processes that produce best-in-class
performance. I Integrate standard methods
processes into the design cycle.
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End of Session
DEPARTMENT OF STATISTICS