By Alexander John, Renata Meran, Olin Roenpage, Christian Staudter, Stephan Lunau, Astrid Schmitz
The Six Sigma inspiration has loved positive good fortune in the course of the company international for 2 a long time, contributing to major internet source of revenue development for plenty of businesses. This winning thought has been supplemented with the instruments of Lean administration, a collection of recommendations for bettering product caliber and supply functionality and lowering rate. Six Sigma+Lean hyperlinks the tried-and-tested instruments of either courses within the confirmed DMAIC technique version. The chronology fits that of the procedure taken in a Six Sigma+Lean development undertaking.
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Extra resources for Six Sigma+Lean Toolset: Executing Improvement Projects Successfully
IMPROVE – Every potential need is tested with the customer by posing a negatively and positively formulated question: - How would you feel if this need was not satisfied? (negative) - How would you feel if this need was satisfied? (positive) The customers are given four answers: - I like that - That's normal - I don't care - I don't like that The needs are then organized in the table based on the answers given to the negatively and positively formulated question. ANALYZE Steps MEASURE When DEFINE Kano Model – – – giving the process / product qualities customers are not willing to pay for; developing on the basis of incomplete qualities; developing on the basis of falsely set focal points.
Over time and with greater experience the project focus changes to external customers. e. it becomes increasingly geared towards customers and markets so as to place "valuable" products or processes of a positive quality (Phase 3). Efficiency / success Optimization with the goal of cost reduction – DMAIC Phase 1 Increased customereffective projects – DMAIC / DFSS Phase 2 Targeted integration of customers and suppliers, creation of new markets – extended DFSS Phase 3 25 Six Sigma+Lean development phases Result: Measurable, Sustainable Success Result: Measurable, Sustainable Success What is "Critical to Quality" in a Six Sigma +Lean Implementation?
Categorize needs applying the Kano Model. Take into consideration the project goals and focus, derive the most important CTQs, maximum 5. With external customers use internal sources like sales & marketing or service (divisions close to the customer) for specifying the VOCs. Contact to external customers needs to be coordinated with sales & marketing because asking for requirements and needs usually brings with it certain expectations. If the project is not only driven by quality / effectiveness but Euros / efficiency, then attention should also be paid to the CTBs.