Analyze Profile

The MEASURE phase produced the baseline performance of the process. Having stratified the data in the baseline performance, it became possible to pinpoint the location or source of the problems by building a factual understanding of the existing process conditions and problems, which will help to focus the problem statement. In the ANALYZE phase, you will develop theories of root causes, confirm the theories with data, and finally identify the root cause(s) of the problem. The verified cause(s) will then form the basis for your solutions in the next phase - IMPROVE.

 Affinity Diagrams Brainstorming Cause-and-Effect Diagrams Control Charts Data Collection Forms Data Collection Plan (covered in the Measure Phase) Design of Experiments Flow Diagrams Frequency Plots Hypothesis Tests Pareto Charts Regression Analysis Sampling Scatter Plots

Some Data Analysis Tools

Scatter Diagram
12 10 8 6 4 2 0 0 10 20 Hours of Training 30

Run Chart
0.58

Defects

Diameter

0.54 0.5 0.46 1 2 3 4 5 6 7 8 9 10 11 12

Time

Can be used to illustrate the relationships between factors such us quality and training

Can be used to identify when equipment or processes means are drifting away from specs

Histogram
Frequency

Control Chart
500

UCL
480 460 440 420

LCL

Data Ranges

400

10 11 12 13 14 15

Can be used to display the shape of variation in a set of data

Use to identify if the process is predictable (in control)

Organizing Potential Causes

Once the problem has been focused, the team will create a list of potential causes and then set out to organize those causes in order to see any potential relationship between cause and effect. An underlying assumption of many of the tools used in the Analyze phase is that the data roughly fits a normal distribution. Causes are verified so that improvements focus on the deep cause, not on the original symptom. Thus, the next step is to generate a lot of potential causes, organize them, and decide which potential causes to verify.
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Brainstorming

In the Analyze phase, brainstorming is used to generate a lot of ideas quickly to identify potential causes. Brainstorming encourages creativity, involves everyone, generates excitement and energy, and separates people form the ideas they suggest. The important thing to remember is that to NEVER downplay anyone's ideas. Remember that every thought or idea suggested should be placed on the board, regardless of how inappropriate it may seem at first. Brainstorming Methods - two main methods employed: Rounds - go around in turn, one item per turn, until everyone passes or has no further idea to input. Popcorn - anyone calls out ideas, no order, until all ideas are out and none remain to be offered. Guidelines: Start with silent "think" time Freewheel - don't hold back. NO CRITICISM of any idea. Hitchhike - build upon other ideas or suggestions. The more ideas, the better Post ideas using post-it notes
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Common Questions to ask when Brainstorming

Are there differences in the measurement accuracy of instruments used? 1. Are there differences in the methods used by different operators? 2. Is the process affected by the environment (e.g., time, temperature, humidity)? 3. Has there been a significant change in the environment? 4. Is the process being affected by tool-wear? 5. Were any untrained workers involved in the process? 6. Has there been a change in the source for raw materials? 7. Has there been any change in the maintenance procedures? 8. Is the machine being adjusted frequently? 9. Are operators able to report bad news or problem situations without fear of repercussions?
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Brainstorming: Introduction
Brainstorm means using the brain to storm a creative problem. Each stormer attacks the same objective. Brainstorming creates a forum for teams to be creative in their thinking and generate a large number of ideas by suspending criticism or judgment. Brainstorming is a great way to gather lots of raw ideas. It can help answer questions such as: What opportunities do we have this year? What factors are constraining performance in department X? What could be causing problem Y? What can we do to solve problem Z? A brainstorm cannot help you: positively identify causes of problems. rank ideas in a meaningful order. select important ideas.

Brainstorming: Construction

To brainstorm successfully:

Be sure the central question is clear to all. Jot down a few ideas before getting started. Move around the group, contributing ideas or passing. After a few rounds, open the floor. More ideas are better. Encourage radical ideas and piggybacking. Suspend judgment of all ideas. Record exactly what is said. Clarify only after everyone is out of ideas. Don't stop until ideas become sparse. Allow for late-coming ideas. When finished, eliminate duplicates and ideas that aren't relevant.
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Brainstorming: Feeding into other tools

When you've finished a brainstorm, you can: Sort the list of ideas into an affinity diagram. Transfer the list of ideas to a cause & effect diagram for sorting and evaluation. Transfer the list to the consensus builder so you can reduce it before creating a cause & effect diagram

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 Asking "Why?" could teach you a valuable Six Sigma quality lesson. The 5 Whys is a technique used in the Analyze phase of the Six Sigma DMAIC methodology. It's a great Six Sigma tool that doesn't involve data segmentation, hypothesis testing, regression or other advanced statistical tools, and in many cases can be completed without a data collection plan. By repeatedly asking the question "Why" (five is a good rule of thumb), you can peel away the layers of symptoms which can lead to the root cause of a problem. Benefits Of The 5 Whys: Help identify the root cause of a problem. Determine the relationship between different root causes of a problem. One of the simplest tools; easy to complete without statistical analysis.

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Level of Problem There is a puddle of oil on the shop floor Because the machine is leaking oil Because the gasket has deteriorated Because we bought gaskets made from inferior material Because we got a good deal (price) on those gaskets Because the purchasing agent gets evaluated on short-term cost saving

Corresponding Level of Countermeasures Clean up the oil Fix the machine Replace the gasket

Change gasket specification

Change purchasing policies Change the evaluation policy for purchasung agents

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Problem Statement: You are unhappy as TV not come on. 1. Why will TV not come on?
Because there is no power. Because the fuse blown. Because the fuse amp rating too low. Because it is incorrectly selected.

2.

Why there is no power?

3.
4. 5.

Why has the fuse blown?

Why was the fuse amp rating too low? Why was it incorrectly selected? Because the house holder was ignorant understanding of the need for correct selection.
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Verifying Causes
It pays to focus on the causes you can most easily collect data on. Some important causes may be hard to measure or observe, and you may need to be creative in coming up with ways to get data. Performing a simple experiment (where you change the targeted factor and observe the effect) will help you determine the best course of action. It doesn't help to put a lot of effort into gathering data on something that you have no control over or cannot change. Testing a theory with data: The potential cause is really a theory that two factors, or a cause and an effect, are related to each other. You need data to verify whether the cause and the effect relationship really exists. You can analyze existing data to test that theory, or collect new data. The type of data you will collect determines what tools you can use. The FOCUS of the Analyze phase is: Y = f(X1, X2, X3..Xn). Y is the output or effect and the X's are the input and process variables that drive Y. The main question to be answered in the Analyze phase is, "What vital few process and input variables affect CTQ (critical-toquality) process performance or output measures?"
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Value-Added and Non-Value-Added Steps

Value Added Steps 1. Customers are willing to pay for it. 2. It physically changes the product. 3. It's done right the first time, every time. Non-Value Added Steps Are not essential to produce output. Do not add value to the output. Include: Defects, errors, omissions Preparation/setup, control/inspection Over-production, processing, inventory Transporting, motion, waiting, delays
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Cycle-Time Reduction
Understanding Cycle Time: Provides a better understanding of the process. Shows the impact of non-value-added steps on the time to produce product or service. Identifies bottlenecks or constraints in the process. Reducing Cycle Time: Helps increase predictability in the process. Helps reduce waste and rework, which reduces costs. Provides a competitive advantage by reducing cycle time. When analyzing cycle time, focus on the "thing" or object and not on the people.
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Process Analysis Review

Create an activity or deployment flowchart to map out the steps. Use opportunity flowcharts or other approaches to identify waste and complexity. Measure cycle time so you can calculate both valueadded and non-value-added time. Identify the constraints or bottlenecks: Any resource whose capacity limits the amount of information or material that flows thru the process. Any resource whose capacity is equal to or less than the demand placed upon it.

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