Defect: Reaching customer’s hands before 12 or after 1 o’clock.ĭata collection: The person who receives the lunchbox has to record the time of receipt every day and send a weekly report. Standard: Delivery of the lunch box to the customer’s hands between 12 and 1 o’clock. In our example, we can define the parameters as follows: We also need to decide how the data will be collected and establish a functional relationship between the problem and the data: Y=f(x) We need to quantify the problem and define the terms Defect, Opportunity, Unit, and Metrics for the current situation. This may be the most challenging part of the roadmap. Measure: Now, we need to convert the problem into measurable numbers.(office lunchtime) and to get quality food.Ī Process Flow Chart may be drawn to show the business flow from supplier to consumer. The Project charter for the Current project may be as follows:Ĭustomers’ requirements: To get their lunch boxes delivered between 1 and 2 p.m. The problem in our example is ‘Reduced sales due to dwindling customers. What is it that we want to improve? To do this, we can use tools like the Process Flow Chart, a Project Charter, or a SIPOC diagram (Suppliers, Input, Process, Output, and Customers) Define Phase: First of all, we need to define the problem. The roadmap is DMAIC, named for the five stages: Define, Measure, Analyse, Improve, and Control. It’s all good to hear about the DabbaWallahs, but how does one go from a problem to achieving an impossible target? Steps to lean six sigma green belt certification: the DMAIC Here, the standard is defined as the Delivery of the Dabba to the right person, and a defect means a Wrong delivery. This means that out of a million Dabbas (lunch boxes), only 3 (or less) are delivered to the wrong person. The most famous of them is probably the DabbaWallahs of Mumbai. While the target of fewer than 3.4 defects per million transactions might seem impossible, several businesses have done so successfully. Applying the Six Sigma methodology can identify and resolve some or all issues. It could also be that the food quality is not good, or even the menu is unsuitable. It might be that the time to prepare the lunch is too long, or delivery processes are haphazard. If we can focus on these 20% causes and apply the Six Sigma tools to them, the process efficiency can improve exponentially.įor instance, in our example, several issues may lead to defects. To troubleshoot a problem effectively, it is essential to note that 80% of any problem can be traced back to 20% of its causes. You might have heard of the term Pareto Principle, also called the 80/20 principle or the Principle of a Vital Few. Six Sigma might be the philosophy you need to adopt. Your organization aims to achieve maximum efficiency at the grassroots level but cannot pinpoint what is going wrong. The number of repeat customers is dwindling. But lately, the company has not been doing well. Let’s say you are in the business of making and supplying office lunches. Let’s look at it in more detail with an example:
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