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Quality management for organizations using Lean Six Sigma techniques

Baseline process
performance

Data
collection

Current state
process map

Figure 14.7 Measure process.

swim lane flowchart, data collection, and it also has Lean tools such as 5Ss and 7 wastes,
value analysis, and 5 whys (Figure 14.7).

14.7.1

Process mapping

Process maps are a vital tool in yellow belt that provides clear insight into how processes
and activities are carried in an organization. Process mapping involves all the teams
within the activity. Analyze the process within the system. Any insignificant, irrelevant,
or trivial information should be analyzed. Process maps are the graphical tool that represents each process in pictorial form. Creating the process maps helps the Six Sigma team
to understand current processes which also aids in improving the current process. When
the modification is made to the processes, process maps are useful tools in communicating
the proposed changes to the process in the system (Taylor 2009).
Process map or flowchart is a useful tool for the people who are familiar with the
process. Process maps use flowcharts and flow diagram. Flowcharts are effective means
of communication medium which can be easily understood. Flowchart can describe the
sequence of the products, paper work, administrative procedures, containers, and operator
actions. Flowchart is the initial step for process improvement for the Six Sigma team. Team
members can clearly identify what could be done to the process at each level. Nonvalueadded activities present in the process can be easily determined and can be separated from
the process. The main advantage of using flowchart is that it can be easily visualized. Most
of the flowcharts use standard symbols.
Flowchart can be used to determine the improvement strategy as shown in the following sequence:

Gather a team to examine the process

Construct a flowchart to describe each process step
State and analyze all steps in a brief manner
Always ask the question why to question the method for the current procedure
Compare the actual process with the improved process
Analyze for unnecessary complexity in the process
The process is checked for the way it should be done
Improvement ideas may generate from different process sources

Symbols used for process mapping are shown in Figure 14.8.

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Operation

Delay

Storage

Transportation

Inspection

Decision

Alternate process

Data

Document

Terminator

Decision or preparation

Manual input

Connector

Manual operation

Display

Magnetic disc or storage

Figure 14.8 Common flowchart symbol.

The examples of process mapping are listed below:

Customer calls and requests a quote

Sales person researches options for aircraft configuration
Salesperson builds configuration
Send to contract department
Verify configuration
Sales person builds configuration
Verify configuration with customer
Build quotes
Send to sales person
Forward to customer
Send to contracts department
Customers give brief description of what they want

There are a number of ways to represent the flowchart styles. Some of the styles are
conceptual, person to person, and action to action. The following example is taken from
The Quality System Handbook by Neville Eden Borough (Figure 14.9).
Process map is shown in Figure 14.10. Steps involved in constructing process maps are
given below:
Determine the process limits: In order to chart the process, it is essential to determine
the start of the process and end of the process.
Define the process steps: Use of brainstorming to determine the steps for new process
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Quality management for organizations using Lean Six Sigma techniques

Start

Material
received

Visual inspection

Yes

No

Inform purchasing
of rejection

Visual
defects

Return to
supplier

Dimension
inspection
required?
Yes

Dimension
inspection

Acceptable?

End

No

Place in
inventory

End

Figure 14.9 Action to action flowchart example.

Sort the steps in order by their occurrence in the process

Place those steps in order according to the symbols and create chart
Evaluate those steps for efficiency and problems

14.7.2

Data collection

The team should collect data in a standard procedure for measuring and logging data.
Three tools used for data collection and data accuracy are checksheets, control charts, and
gage R&R.
In order to verify the accuracy of the data collection and data logging carried out by
the team, it has to be checked for its accuracy. Data collection and accuracy are used for
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Figure 14.10 Process map.

accounting the variation in the measurement and measuring system. Checksheets are the
most effective data-recording technique. As the event occurs, a check mark is placed in the
checksheets. As a number of events occur, the observer uses the same check mark to mark
the occurrence of the event (George 2002).

14.7.2.1

Control charts

Control charts are used to determine the variation of the products feature. Control chart
is also known as attribute chart. The calculation of control limits provides an advantage
over line charts.

14.7.2.2

Check sheets

An important activity carried out in the measure phase is data collection. Voluminous
amount of data are required for this purpose. Checksheet is a useful tool for this purpose.
Checksheets consists of events occurring in accordance with a particular time frame. They
are commonly used for analyzing data that are not available which could be used for taking
key decision. For example, in order to reduce waste the manufacturer may know thedata
for the quantity of waste but it is essential to know various sources of waste withinthe
operation. Checksheets implemented at different work levels may enable capturing waste
from the operations carried out (George 2002; Table 14.1).

Table 14.1 Check Sheet

Week
Defect
Incorrect address
Incorrect SSN
Incorrect work history
Incorrect salary history

1
1
1
11

2
1

1
1

11

5
1
3
2
5

Source: George, M. L. Lean Six Sigma: Combining Six Sigma Quality with
Lean Speed. McGraw-Hill, New York, 2002.

2010 Taylor & Francis Group, LLC