ermine its contribution to customer requirements. Those which do not contribute to customer valued outcomes and are not necessary for other business reasons (e.g. regulatory requirements) are eliminated.

The Improve Phase

Purpose of Improve:

In the previous phases, defects (variability outside the customer's specifications) and wastes (non-value added activities and costs) have been identified, measured and their causes found through analysis. The purpose o

The cost, speed and quality leaps of Lean Six Sigma are obtained through the application of appropriate tools. We conclude by reviewing some tools from the Analyse, Improve and Control phases of DMAIC.

The Analyse Phase

Purpose of Analyse:

In implementing Lean Six Sigma this phase identifies and verifies the relationships between causes and their effects. It helps in the discovery of factors that affect key process inputs and outputs. The analyse phase seeks to find patterns in the data obtained during the measure phase in order to make sense of it all.

Tools for Analyse:

Scatter Plots:

Two variables are plotted against each other on a graph. The resulting picture gives a visual indication of how well correlated the variables are.

Regression Analysis:

This can be regarded as a mathematical equivalent of the scatter plot. Here an equation is derived to express the dependence of one of the variables on one or more others. The equation can then be used to predict values of the dependent variable for given values of the independent variables.

Fish bone diagram:

A large arrow is drawn with the effect whose causes are being analysed show on the right at the end of the arrow. Main categories of probable causes are shown on branches emanating from the main line. For each category, detailed causes are brainstormed and indicated against the corresponding branch. x-process

Time Trap Analysis and Capacity Constraint Identification: A time trap is a process activity that inserts delays into the process and may be due to capacity constraints or other operational inefficiencies. Whatever the source of the delays, it finally shows up as long lead times. A capacity constraint is a sub-process or activity whose output per unit time is less than that of the preceding and/or subsequent sub-process or activity.

Non Value-Added Analysis:

From the as is value stream map, each process activity is examined to determine its contribution to customer requirements. Those which do not contribute to customer valued outcomes and are not necessary for other business reasons (e.g. regulatory requirements) are eliminated.

The Improve Phase

Purpose of Improve:

In the previous phases, defects (variability outside the customer's specifications) and wastes (non-value added activities and costs) have been identified, measured and their causes found through analysis. The purpose of

s to find patterns in the data obtained during the measure phase in order to make sense of it all.

Tools for Analyse:

Scatter Plots:

Two variables are plotted against each other on a graph. The resulting picture gives a visual indication of how well correlated the variables are.

Regression Analysis:

This can be regarded as a mathematical equivalent of the scatter plot. Here an equation is derived to express the dependence of one of the variables on one or more others. The equation can then be used to predict values of the dependent variable for given values of the independent variables.

Fish bone diagram:

A large arrow is drawn with the effect whose causes are being analysed show on the right at the end of the arrow. Main categories of probable causes are shown on branches emanating from the main line. For each category, detailed causes are brainstormed and indicated against the corresponding branch. x-process

Time Trap Analysis and Capacity Constraint Identification: A time trap is a process activity that inserts delays into the process and may be due to capacity constraints or other operational inefficiencies. Whatever the source of the delays, it finally shows up as long lead times. A capacity constraint is a sub-process or activity whose output per unit time is less than that of the preceding and/or subsequent sub-process or activity.

Non Value-Added Analysis:

From the as is value stream map, each process activity is examined to determine its contribution to customer requirements. Those which do not contribute to customer valued outcomes and are not necessary for other business reasons (e.g. regulatory requirements) are eliminated.

The Improve Phase

Purpose of Improve:

In the previous phases, defects (variability outside the customer's specifications) and wastes (non-value added activities and costs) have been identified, measured and their causes found through analysis. The purpose o

thers. The equation can then be used to predict values of the dependent variable for given values of the independent variables.

Fish bone diagram:

A large arrow is drawn with the effect whose causes are being analysed show on the right at the end of the arrow. Main categories of probable causes are shown on branches emanating from the main line. For each category, detailed causes are brainstormed and indicated against the corresponding branch. x-process

Time Trap Analysis and Capacity Constraint Identification: A time trap is a process activity that inserts delays into the process and may be due to capacity constraints or other operational inefficiencies. Whatever the source of the delays, it finally shows up as long lead times. A capacity constraint is a sub-process or activity whose output per unit time is less than that of the preceding and/or subsequent sub-process or activity.

Non Value-Added Analysis:

From the as is value stream map, each process activity is examined to determine its contribution to customer requirements. Those which do not contribute to customer valued outcomes and are not necessary for other business reasons (e.g. regulatory requirements) are eliminated.

The Improve Phase

Purpose of Improve:

In the previous phases, defects (variability outside the customer's specifications) and wastes (non-value added activities and costs) have been identified, measured and their causes found through analysis. The purpose o

traint Identification: A time trap is a process activity that inserts delays into the process and may be due to capacity constraints or other operational inefficiencies. Whatever the source of the delays, it finally shows up as long lead times. A capacity constraint is a sub-process or activity whose output per unit time is less than that of the preceding and/or subsequent sub-process or activity.

Non Value-Added Analysis:

From the as is value stream map, each process activity is examined to determine its contribution to customer requirements. Those which do not contribute to customer valued outcomes and are not necessary for other business reasons (e.g. regulatory requirements) are eliminated.

The Improve Phase

Purpose of Improve:

In the previous phases, defects (variability outside the customer's specifications) and wastes (non-value added activities and costs) have been identified, measured and their causes found through analysis. The purpose o

ermine its contribution to customer requirements. Those which do not contribute to customer valued outcomes and are not necessary for other business reasons (e.g. regulatory requirements) are eliminated.

The Improve Phase

Purpose of Improve:

In the previous phases, defects (variability outside the customer's specifications) and wastes (non-value added activities and costs) have been identified, measured and their causes found through analysis. The purpose of the improve phase is to eliminate the defects and wastes.

Tools for Improve:

To Be Process Maps: A map of the desired process is created, in which identified non-value added activities have been eliminated

Setup reduction:

From the capacity constraint and time trap analysis carried out in the Analyse phase, we can determine whether the major source of delay was due to long setup times. In that case, the following steps are applied.

* Document and classify setup procedures

* Improve organisation-Study work area layout and analyse required movements. Use 5S if necessary to remove inefficiencies. Brainstorm improvement opportunities in the setup steps.

* Where possible convert internal (setup activities that are done with the machine down) to external (setup activities that do not affect the running of the machine) procedures. In transactional situations, this means converting serial procedures to parallel.

* Improve the remaining internal setup procedures.

* Eliminate need for adjustments.

5S: This lean tool results in a clean and organised work area, with a place for everything and everything in its place. The steps of the methodology are:

* Sort

* Straighten

* Shine

* Standardise

* Sustain

Applying 5S eliminates inefficiencies resulting from lack of organisation by reducing the amount of unnecessary motion and transportation.

Total Productive Maintenance

Where downtime is a major cause of low process cycle efficiency, total productive maintenance, which aims to reduce the percentage of downtime, should be applied.

Mistake Proofing:

By proper design of the processes and equipment, the possibility of errors (and with them the need for inspections) is eliminated. Examples are designing online forms that cannot be submitted if data is incompletely entered, or if the wrong type of data is entered. Similar to this are parts that can only be assembled in one way.

Design Of Experime