Quais são os critérios e métodos para selecionar e implementar soluções de melhoria de processos em Seis Sigma?

Here are the criteria and methods commonly used in Six Sigma for selecting and implementing process improvement solutions: Define the Problem Establish Project Goals Select Improvement Solutions Prioritize Solutions Generate Solution Ideas Analyze Root Causes Develop Action Plans Implement Solutions Measure Results Verify and Validate Results Document Lessons Learned Standardize and Institutionalize By following these criteria and methods, organizations can systematically select and implement process improvement solutions in Six Sigma, leading to tangible benefits and long-term success.

In my experience, it's often difficult to keep the team on task here to truly define the problem. Often, we want to jump right to fixing things. It can be helpful to keep a parking lot to capture ideas at this stage. This gives you the ability to keep the ideas while continuing to focus the team on properly defining the problem. Questions that may help you to properly identify the problem include the following. 1. What is the impact of the problem? 2. When does the problem occur? - consider shifts, seasonality, and days of the week, among other relevant variables. 3. Who is affected by the problem? (make sure you have this list added as team members and/or stakeholders) These are just a few that I often see missed.

The more specific you can make data collection plan instructions, the less opportunity you will have for measurement systems variability. Make sure you have validated the measurement process and measurement tool calibrations.

Mapping the entire process and measurement system analysis are gating factors to moving past this phase. An incredible amount of insight comes from the process map. Many times, the steps are not agreed upon, or individuals may not have visibility to the steps upstream or downstream from their own. A process map exposes those inconsistencies, gets all team members in alignment for current state, and acts as the baseline for future improvements.

The measurement system must also be verified before moving foreword. A common project pitfall is to begin investing effort into improvements, without seeing the corresponding improvement in performance, only to find out your measurement system was driving poor results all along. Completing MSA early in the project during the measure phase ensures that you have a reliable baseline, and are able to measure the effects of any changes.

Document measurement methods in detail. Have the understanding verified by someone not close to the project. Remember there could be significant time between measuring AS-IS v TO-BE and it is important to use the exact same method to avoid error.

Assure that there is a customer focused Key Performance Indicator (KPI) which will be impacted by the project. Beware if current metrics are self-serving input measures instead of outcome measures. ### people sat through the training course - did error rates go down, did productivity increase, did customer complaints reduce?

Além da espinha de peixe, que organiza as causas, é importante fazer uso de alguma técnica para levantamento das causas raízes, como a conhecida técnica dos 5 porquês. Com esse aprofundamento, há maior probabilidade de se encontrar soluções que eliminem as causas raízes e por consequência, se atinja o resultado esperado (meta).

Make sure to draw out ideas from the quieter voices in the room. Contrarian ideas here may show something the louder groupthink voices haven't considered.

The improve phase of DMAIC can become a very difficult task if the goals and also scope of the project is not finalised during the define phase. A consequence of this may lead to an attempt to improve too much causing either an unsustainable improvement or the project going over budget and the deadline.

In addition, some of the ways to ensure the improvements are sustained are built in earlier on in the project. Hence, it is advised to start with the end in mind. Shared project ownership spirit is required and transparent project communication, training among others help achieve this. At the point of monitor, measure, track, it's a little too late to effect some changes especially for tech projects or in a case where a customized solution was developed. Sustaining and/or standardizing the improvement where unaddressed gaps exist sometimes becomes an insurmountable task.

A few Questions to ask yourself before beginning a project: - Will there be a quantifiable impact? - Does it align with my job role and priorities? - Am I familiar with the subject area; can SMEs help? - Do I have a Champion to remove organizational barriers? - Can it be completed in 3-4 months? - Is this a priority for my organization? - If I don't do the project, would someone else do it? If you can't answer Yes to all questions, look for a different project.

Selecting and implementing Six Sigma process improvement solutions involves considering factors like CBA , impact on customer satisfaction, alignment with organizational goals, resource availability & ease of implementation. We should use data-driven decision making, pilot testing & stakeholder feedback to evaluate options. My suggestion is to prioritize solutions based on their potential impact & feasibility. We should monitor & evaluate the effectiveness of implemented solutions to ensure continuous improvement.

The selection of the method depends on what you are trying to achieve, if it is a cpk improvement or simply a cpk analysis then it is data collection methods that you should employ. Data collection is key , then after that the data analysis begins. Six sigma is very data driven and relies on accurate sample data and a great understanding of box plots and statistical analysis. DMAIC on the other hand is another branch of the PDCA method which also may include the above. There is a distinct difference between lean thinking and six sigma so be sure on which approach is suitable.It is not always necessary to re invent the wheel to be lean .

In the 'Improve' phase of a DMAIC project, process improvement solutions to fix the causes of variabilities (or proven 'Xs' in equation Y=f(X)) are generated through brainstorming with a knowledgeable team (Kaizen event). The list of identified solutions could be organized/shortened using affinity diagrams. For selecting a solution for implementation, methods such as 'criteria selection matrix' or 'pugh matrix' may be used. Criteria for either of these methods should be finalized based on CTQ requirements and business needs. Process maps should be updated with the improvements. Data could be generated through a pilot process run and analyzed (using control charts, process capability studies, etc.) to determine effectiveness of improvements.