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Business Process Improvement, Which technique is that?????? ->…

- - - - Definition:
        Six Sigma is a quality management methodology used to help businesses improve current processes, products or services by discovering and eliminating defects. The goal is to streamline quality control in manufacturing or business processes so there is little to no variance throughout.
        Setting Target
        The most common examples you’ll find use the targets “smaller is better, larger is better or nominal is best.”
        Smaller is Better creates an “upper specification limit,” such as having a target of zero for defects or rejected parts. ... ZERO OR MINIMUM WASTE IN OUR CASE
        Objective Identification of Errors
        The process aims to bring data and statistics into the mesh to help objectively identify errors and defects that will impact quality.
        https://www.cio.com/article/3237692/six-sigma-quality-management-methodology.html
        A 02.4 SS
        Feasibility of Limited Implementation
        First, let's remind ourselves that Six Sigma can be applied as a targeted approach, so a limited implementation may always be feasible.
      - Statistical Methods / Tools
        
        Statistical Tools
        
        Pareto Chart
        
        Histogram
        
        Gage R&R
        
        Attribute Agreement Analysis
        
        Process Capability
        
        t-Tests
        
        ANOVA
        
        Regression
        
        DOE
        
        Control Charts
        
        https://www.qualitymag.com/ext/resources/files/white_papers/minitab/QuickGuideToSixSigmaStatistics.pdf?1521663507
        
        A 02.5 SS
        Four of the most common tools:
        
        Pareto Chart or Pareto Analysis
        
        Histogram or Frequency Plot
        
        Run Chart or Time Series Plot
        
        Scatter Plot or Correlation Diagram
      - Developed into a General Approach
        At its foundation Six Sigma focused on manufacturing. But in recent years it developed into a more general approach, optimizing various activities within the company.
        https://fluix.io/help/business-process-improvement
      - A 02.1 SS
        Six Sigma - A Flexible System for Improved Business Leadership and Performance.
        + Relevant Benefits:
        1. Six Sigma sets a performance goal for everyone - In a company of any size, getting everyone working in the same direction and focusing on a common goal is pretty tough
        2. Six Sigma enhances value for customers
        3. Six Sigma promotes learning and cross pollination - it is an approach that can increase and accelerate the development and sharing of new ideas throughout an organization.
        4. Six Sigma executes strategic change
      - A 02.1 SS
        Helps managers in answering two major questions:
        
        What data / information do I really need?
        
        How do we use that data / information to maximum benefit?
        This doesn't mean however to banning intuition or good judgement from the management toolkit.
      - A 02.2 SS
        Concepts
        
        Tracking the Xs and Ys
        Xs: Indicators of change or performance in the upstream positions of the system
        Ys: Measurements of business performance
        The trick of the closed-loop business system is twofold:
        
        To figure out which of the Xs, or variables, in the business process and inputs have the biggest influence on the Ys, or
        results.
        
        To use the changes in the overall performance of the process (the Ys, as well as other external factors) to adjust the
        business and keep it moving on a profitable path.
        
        Y can mean: Strategic Goal / Overall Business Efficiency
        X can mean: Essential Actions to achieve strategic goals / Quality of the work done by the business / Process variables such as cycle times and amount of technology
        
        Important - Relevance
        Six Sigma Strategy #1 - Process Improvement
        The term process improvement refers to a strategy of developing focused solutions so as to eliminate the root causes of business performance problems
        In Six Sigma terms, the emphasis is on finding and targeting solutions to address the "vital few" factors (the Xs) that cause the problem or pain (the Y). Thus, the vast majority of Six Sigma projects are process improvement efforts.
        Six Sigma EQUALS Business Process Improvement
        For example, at leading communication and graphics software company Adobe Systems, their adaptation of Six Sigma is called because "people are less spooked by that term," says Devin Rickard, senior manager of
        Business and Process Improvement.
      - A 02.3 SS
        Challenges of Applying Six Sigma in Services
        
        Service Work Processes Are Often Invisible
        
        Service Workflows and Procedures Are Often Continuously Evolving
        
        Lack of Facts and Data Make It Difficult to Measure Service Performance
        
        Service Processes lack the "Head Start" that Manufacturing has
        
        Making Six Sigma work in Services
        1. Start with the process
        2. Fine-tune the problem (The only way to get a really clear perspective is to get to work detailing your processes and customer requirements, and the issues affecting them) -> Process Mapping
        3. Make good use of facts and data to reduce ambiguity (One of the biggest obstacles to generating measurable improvement in the service arena is the fact that things often are not well described or defined. That means that as you start to shed light on processes and customers in a service environment, a high priority should be to translate ambiguity into clear performance factors and measures throughout your operation.) -> CLEAR PERFORMANCE FACTORS
        [Important] 4. Don't overemphasize Statistics (The experience of one of our service clients helps illustrate why we urge you to avoid feeling like you are only "doing Six Sigma" if everything is quantified and statistically verified)
        Statistics is important at times but it is always significant to ask critical questions:
        
        How do we really know that?
        
        Is there some way we can test our assumptions?
        
        What is the data telling us?
        
        Is there a better way to do this?
      - A 02.4 SS
        Estimating Six Sigma Benefits
        You can most accurately define possible financial gains from Six Sigma by evaluating the:
        
        costs of rework
        
        inefficiency
        
        unhappy or lost customers
        etc.
        ...and then estimating the amount by which you think you can reduce them.
    - - DMAIC Framework:
        
        Define the problem
        
        Measure the current metrics related to the activity and the metrics after the improvement
        
        Analyze the inconsistencies and defects that the jobs has
        
        Improve
        
        Control
        
        https://fluix.io/help/business-process-improvement
        The DMAIC methodology is designed for existing process or products that aren’t meeting customers’ needs or performing to standards.
        https://www.cio.com/article/3237692/six-sigma-quality-management-methodology.html
        
        2. Measure, 3. Analyze and 4. Improve
        
        Process Mapping (PMapping)
        
        (A05)
        What is a business Process?
        A business process is a collection of activities that together add value to input and transform it to output (Harmon 2007; Paradiso and Cruickshank 2007). Business processes span multiple departments and in many cases traverse the boundaries of the organization, sharing information with business partners, such as suppliers and customers.
        (A03)
        In short, processes are how an organization gets its work done (Davenport, 1993; Davies, 1994; Rummler & Brache, 1990).
        (A03)
        Importance of Managing Processes
        “An organization is only as effective as its processes.…Failure to effectively manage processes is failure to effectively manage the business” (Rummler & Brache, 1990, pp. 45, 115).
        Three main process categories:
        
        production or business processes
        
        generic customer processes, industry specific processes or administrative processes
        
        product-development processes, order-generation processes, order-fulfillment processes, or customer-service processes
        
        (A05)
        What are Process Maps?
        Process maps are a system diagramming method that visually illustrates the essential details of a business process (in a way that written procedures cannot) by replacing many pages of words with boxes and arrows They provide a visual rendering of a business process from beginning to end, including the inputs and outputs of each activity, the sequence of activities, and the person or persons performing each activity, allowing stakeholders to ‘‘see’’ the process from start to finish. The visualization provides a powerful way to explore what activities work well, which do not, and where there may be non-value-added steps, costs, or control issues.
        Specifically, process maps indicate:
        
        What is happening?
        
        Where is it happening?
        3. When is it happening?
        
        Who is doing it?
        5. How are inputs and outputs handled and distributed?
        
        (A03)
        Process mapping is both an analytical tool and a process intervention that performance technologists can use to improve human performance by reducing error variance.
        a. Analytical Tool: Visually diagramming Method
        b. Process Intervention: A Form of Action Learning
        (A04)
        From the distinction Werr et al. (1997) make between a tool and a method, process mapping has the characteristics of both. As a method, process maps incorporate organisational input into the when, where, how, why and by whom of change while as a tool, process maps have the ability to solve specific problems in a given situation or functional area of organisation, to transfer information into computer analysis applications or provide detailed scenarios.
        
        (A 02)
        Significance of Process Mapping
        Among the variety of techniques that may be employed to facilitate organisational improvement PMapping is widely regarded as being a core approach.
        One of the problems that is encountered when initiating a programme of organisational improvement is knowing where to begin. PMapping may afford an effective approach to identifying such starting points since it is "an analytical technique" that graphically depicts how areas of an organisation work and is an "effective tool" for documenting the current-state.
        It is deemed to be capable of uncovering and capturing the knowledge that resides within both people and processes in organisations.
        (A04)
        Process maps legitimise and diffuse strategic change, they are flexible, being able to evolve and incorporate other tools and have the potential to metamorphose into repositories of knowledge, thereby signalling the permanence of the change programme.
        
        Learnings from Case Study(s)
        
        (A 02)
        Engagement / Measuring
        . Four semi-structured interviews in each organization + 40 hours of on-site observation and the compilation of instantaneously sampled field notes, to the point of theoretical saturation.
        . Data analysis was performed using thematic indexing
        
        Formal Discussions with departmental managers and other key or knowledgeable personnel. These sessions typically outline/highlight:
        a. perceived current problems and the interfaces between the department and other business functions
        b. sensitive issues that should be avoided or discussed tactfully during the mapping process.
        
        Large portion of the mapping activity took place informally.
        PMaps are mostly generated in conjunction with the employees.
        
        When PMaps were generated collectively they were observed to contain a high degree of detail.
        Employees are often surprised by the amount of details contained within PMaps
        Detailed Maps generated through an iterative process of generation and revision.
        Note: A principle problem concerns the delegation of the activity of PMapping to individuals that are currently responsible for operating the systems being mapped
        Since individuals use a high degree of tacit skills in their everyday work (Lei and Slocum, 1992; Ambrosini and Bowman, 2001) this effectively requires them to externalise their tacit knowledge and skills. As the literature consistently points out, externalisation of tacit knowledge and skills is not something that can be readily achieved, even if it is at all possible. This points to the need for PMaps to be constructed by persons that are independent and not currently involved within the processes that are to be mapped. This enables them to adopt an objective viewpoint and uncover details that may otherwise go unnoticed.
        
        (A04)
        Engagement: Data Collection
        Participants at senior level and those involved in reorganizing over a period of time
        The evidence for analysis was largely gained from interview material supplemented by documentary evidence. Interviews were scheduled with practitioners directly involved in orchestrating the reorganisation as the focus of the research was on practices in conducting a reorganisation. A total of 10 semi-structured interviews were conducted across BankCo over a three month period with respondents who were all directly involved in directing or contributing to the reorganisation over an extended period of time.
        
        (A02)
        Choice of Technique
        The decision to choose one specific PMapping technique over another must therefore not be made purely upon its appropriateness to the nature of the business system or the problem at hand. It must also be made in light of the ability of other employees’, or other users of the PMaps ability to read and interpret them.
        Note: In the Micro-Map
        
        (A 03)
        
        Block Diagrams
        
        Provides a quick overview of the process SEQUENCE
        
        American National Standards Institute (ANSI) standard flowchart
        
        Identifies decision steps and alternative process paths
        
        Functional Flowcharts
        
        Shows process interrelationships among departments
        
        Quality Process Language Diagram based on IDEF
        
        shows how information interacts with a process
        
        Operation Charts
        
        Identifies value-added operational steps and non-value added steps
        
        String Diagrams or Geographical Flowcharts
        
        shows the physical flow of work activities
        
        (A02)
        Valuable Approach to Business Process Improvement (BPI)
        Finally, in accord with much of the literature the study finds that PMapping is a valuable approach to business process improvement and acquiring knowledge of organistions and their people.
        (A03)
        **Incremental Change and Targeting Small Processes* Process mapping is useful for both incremental and radical process improvement. “Process improvement isn’t limited to large scale reengineering or fixing macro processes. Real power comes from working with small processes—that’s where the inefficiencies are”* (Garvin, 1995, p.82)
        
        (A 03)
        Benefits of Process Mapping
        The benefits of process mapping include simplified workflow, reduced cycle time, lowered costs, and improved job satisfaction.
        
        Workflow simplified
        
        Cycle time reduced
        
        Machine Utilization is increased, idle time is reduced
        
        quality improved / variability decreased
        
        Job satisfaction is improved
        
        Communication and cooperation across functional boundaries is improved
        
        costs are reduced
        
        Process
        
        Sub-process
        
        Activities
        
        1 more item...
        
        (A03)
        Difference between Process Mapping and Reengineering
        Process mapping is sometimes confused with reengineering. Process mapping is an essential technique used in reengineering, however, reengineering involves disruptive radical, and fundamental systematic change throughout an organization.
        
        (A03)
        Process Mapping Involves 7 Steps
        Process mapping involves constructing a macro-map, identifying and prioritizing bottlenecks in the existing process, constructing a micro-map to identify the root cause of the bottlenecks, and iterative redesign.
        
        0. Pre-mapping
        
        Senior Management identifies critical business issue or problem, selects a process owner, and sets a measurable goal.
        
        The mapping team consists of employees who actually do the work and should be kept as small as possible.
        
        A neutral outside facilitator, who has no ties to the team, guides the team through the mapping process.
        
        1. Construct a Macro-process map
        
        Identify the broad phases or components of the process
        
        At initial mapping phases, functional sub-teams (if there are more than one OR CAN BE DIFFERENT ARCHITECTURAL FIRMS??) may independently construct different versions of the macro-process map then using dialogue and CONSENSUS, the sub-teams consolidate, refine, and reconstruct one final macro-map
        
        The team writes each step of the macroprocess on a large index card, or Post-It Note and tacks the card on a large wall board. Although computer software tools can replace the physical activity and a messy wall board, rearranging the sequence is accomplished more easily and quickly using cards. In addition, physical involvement by the participants creates a greater sense of shared ownership.
        
        2. Identify bottlenecks and problems in existing processes
        
        The sub-teams identify hotspots by attaching colored cards to the macro-map
        
        4. Construct a micro-map of selected sub-processes and identify the root causes
        
        Sub-team(s) of the team diagnose the cause or causes of the problem
        
        It is unnecessary to map every sub-process but shall be selectively identified and responded to. The higher the risk, the more detailed these should be.
        
        The facilitator must ensure that members focus on the process and avoid placing blame on any individual or organizational group.
        
        5. Rebuild the map
        
        The process is remapped to simplify and squeeze out unnecessary steps and eliminate activities that add little or no value.
        
        A common error in process redesign is remapping the process only once. The first redesign usually eliminates the obvious redundancies and inefficiencies—the low hanging fruit. The secret to significant process improvement breakthroughs is to remap the process a second and third time.
        
        3. Prioritize the bottlenecks and problems in existing processes
        
        Some problems are not worth solving. Pareto's 80/20 rule (80% of effects come from 20% of causes)
        
        Several approaches to classify bottlenecks:
        a. Hammer & Champy (1993) recommend selecting processes based on two criteria: their importance and how well they currently function.
        b. Davies (personal communication, February 28, 1998) recommends prioritizing problems based on (a) the probability or likelihood of error, and (b) the consequences of error.
        
        6. Develop action plans for management approvals
        
        The action plan includes a set of metrics that will be used to collect evidence of process improvement
        
        7. Implement the Plan
        
        (A 03)
        Critical Success Factors
        
        Organizational Readiness
        
        Participants including the process and problem owners having the necessary time to commit to the project
        
        Qualified facilitator so no individual or functional sub-team dominates the group
        
        Having appropriate physical facilities (meeting rooms that are large enough and have enough wall space to display a process map, and available until the mapping process is complete)
        
        Management and participants willing to take risks and question long-held assumptions
        
        Sustaining the team's momentum and energy.
        
        (A04)
        Argument against accusing Process Maps in disregarding the socio-political aspects of firms
        Process mapping is seen as an essentially rational approach which ignores the socio-political arena of firms and promotes a static conception of modelling processes. This paper aims to redress this imbalance by demonstrating that process maps can be much more than a tool to model key business inputs and outputs. Rather, the use of process mapping in a major UK bank shows process maps as representing current and future organisational situations, to enable organisational learning and the transformation of knowledge into new ideas; in short they have the key attributes of what has been labelled as boundary objects. This view emphases the inherent dynamism, multifaceted nature and transformational capacity of process maps.
        Boundary Objects
        Boundary objects are tools which have the ability to convey information between groups and mobilise action. Their function is therefore not only technical but social in that they provide a shared context for different groups. They are seen as most effective in problem solving between groups when they are tangible and concrete and when they are loosely enough defined to be usable by both groups.
        
        (A04)
        A Good Statement to Link back to Action Research Methodology
        The practice of drawing process maps and engaging in discussion about them serves to draw organisational members into the change process, thereby creating ownership of the change initiative and contributing to the reality of the proposed change programme in people’s minds. In this way process maps serve to make change real for the people involved.
        
        (A 04)
        Characteristics of Effective Process Maps
        
        Representing: establishes a shared syntax or language for individuals to represent their knowledge.
        
        Learning: provides a concrete means for individuals to specify and learn about their differences and dependencies across a given boundary.
        
        Transforming: facilitates a process where individuals can jointly transform their knowledge.
        
        Process maps have all of the above characteristics in that their visual representation provides a universal communicating device; they enable learning in displaying the interdependencies of tasks across boundaries and provide the means for transforming knowledge whereby people may understand how they will interact within a new context.
        
        (A04)
        Role of Process Maps in Diffusing Strategic Change (based on a case study findings)
        Process maps may be seen to facilitate the diffusion of strategic change in three ways: simplifying, operationalising and embedding strategy.
        
        Simplifying Strategy: The process maps enabled detailed iterations of the reorganisation to be distilled into an abridged narrative of a future organisational state. The visual displays of the process maps have translating characteristics which reduce complexity and enable organisational learning about the strategy.
        
        Operationalising Strategy: It was notable that the process maps underwent considerable refinement and revision over time as the reorganisation was discussed in greater levels of operational detail.
        
        Embedding Strategy: The increase in refinement is also associated with increasing embeddedness of the new strategy within other change tools and communication devices. The final translation of the strategic change idea by process maps into a permanent process repository served to concretise the strategic change.
        
        A 02.5 SS
        1. DEFINE
        
        Critical Questions to be answered
        
        What is the problem or opportunity on which we will focus?
        
        What is our goal? (i.e., What results do we want to accomplish, and by when?)
        
        What is the process we are investigating?
        
        [Important] Six Sigma Project Charter
        1. Write a Problem Statement (details in the document)
        - What? - Where? / When? - How big? - Impact?
        2. Write a Goal Statement
        - A description of what to be accomplished - A measurable target for desired results (in percentages or desired numbers) It is what the team and business leaders use to gauge the project's success. - A project deadline and/or timeframe for results
        3. Document your constraints and assumptions
        - This section of a charter, which might also be called "resources and expectations," helps you to clarify and document the limitations and other relevant factors that may affect your team's efforts.
        4. Summarize your initial Problem or Opportunity Data
        5. Identify Team Members and Responsibilities
        6. Set Team Guidelines
        7. [important] Create a Preliminary Project Plan
        - Final deadlines alone cannot keep most teams on track throughout the course of a Six Sigma project. Identifying and setting dates for key milestones helps keep energy levels higher and creates a sense of urgency. Having team members commit voluntarily to the milestone dates, rather than imposing them, usually is preferred, but sometimes a little pushing is needed, especially if all team members continue to work at their "regular" jobs.
        
        Example
        
        Refer Folder
        
        Essential: Identify and Document the Process
        -> Develop a "Picture" of the Process
        - Why? 1. Putting the problem in context 2. Refining the scope of the project, or focusing analysis 3. Revealing possible obvious root causes 4. Clarifying inputs, roles, and supplier/customer relationships 5. Helping to target what and where to measure
        
        Example
        
        Refer Folder
        
        Do's and Dont's
        
        Refer Folder
        
        A 02.5 SS
        2. MEASURE
        
        Two Key Questions to be answered:
        
        What are the focus and extent of the problem, based on measures of the process and/or outputs (commonly called the baseline measure")?
        
        What key data may help to narrow the problem to its major factors or "vital few" root causes?
        
        Transition to "ANALYZE" Phase
        
        The main requirement is to have at least one solid, repeatable measure confirming and often clarifying the problem or opportunity. This measure should be the one you repeat during and after solutions are implemented to track the effects of your improvement.
        
        Another common result of measure is a new, more sophisticated set of questions about your problem. Those questions are a good sign: They show you are thinking about how you can investigate the problem, versus just coming up with off-the-cuff solutions.
        
        My Interpretation -> Process Map showing existing process and identifying problems/ challenges and opportunities
        
        Do's and Don'ts
        
        Refer Folder
        
        A 02.5 SS
        3. ANALYZE
        
        The Root Cause Analysis Cycle
        The cycle is driven by generating and evaluating hypotheses (or educated guesses) as the cause of the problem.
        You can enter the cycle at either of the two points:
        1. Looking at the process and the data to identify possible causes
        
        Starting with a cause and seeking to validate or refute it through the analysis
        
        When you find a hypothesis is not correct, you may have to go back to the beginning of the cycle to come up with a whole new explanation. But even "incorrect" causes are actually opportunities to refine and narrow your explanation of the problem.
        Two potential sources of input to determine true case of the targeted problem:
        
        Data Analysis
        
        Process Analysis
        At the end, there is a need to bring the data and the process together!
        
        Starting Point: THE CAUSE-AND-EFFECT DIAGRAM
        Cause-and-effect analysis lets a group start with an effect—a problem, or in some cases a desired effect or result—and create a structured list of possible causes for it. Benefits of the cause-and effect diagram include the following:
        
        Gathering group ideas and input -> structured brainstorming method
        
        Establishing categories of potential causes -> Helps ensure that a group thinks of many possibilities, rather than just focusing on a few typical areas
        
        Helps getting the ANALYSE phase started. Starting by identifying some "prime suspect" causes
        
        Six Major Factors typically cause variation in a business process: 5Ms and 1 P
        
        Material: The consumables or raw inputs that are used in the process
        
        Method: Procedures, processes, work instructions
        
        Machine: Equipment, including computers and non-consumable tools
        
        Measures: Techniques used for assessing the quality/quantity of the work, including inspection
        
        Mother Nature: The environment in which the work is done or that affects any of the other variables; may include facilities,
        not just the natural environment
        
        People: Bipedal primates native to most continents on earth; reportedly show signs of intelligence
        
        Closely Linked
        Refer Folder
        
        Process Mapping and Analysis
        Process maps are among the most essential tools of Six Sigma, in which improving, designing, measuring, and managing processes are the primary focus
        
        After the map is DOCUMENTED and VALIDATED (i.e., checked with others who do the work to see if the map matches reality), you can analyze it for some of the following specific problem areas:
        
        Disconnects. Points where handoffs from one group to another are poorly handled, or where a supplier and customer have
        not communicated clearly on one another's requirements.
        
        Redundancies. Activities that are repeated at two points in the process; also can be parallel activities that duplicate the
        same result (e.g., entry of the same data into different departments' systems).
        
        Rework loops. Places where a high volume of work is passed back up the process to be fixed, corrected, or repaired.
        
        Decisions/Inspections. Points in the process where choices, evaluation, checks, or appraisal intervene, creating potential
        delays. These activities tend to multiply over the life of a business and/or process.
        
        Logical Cause Analysis
        The beauty of the logic-based approach (technically, deductive logic) is that you need not be an expert in a subject or technology to contribute to the narrowing down of possible causes.
        Typical logical Analysis Questions include:
        
        What types or categories of problems are more common? What is different about the most common types?
        
        Is the problem greater in specific locations (regions, places on the item itself)? How are those places where the problem
        occurs more unusual?
        
        What are the times, days, weeks, or conditions when the problem is most prevalent? During those times, what unique events were happening?
        
        What factors or variables change as the problem changes (or "correlate" with the problem)?
        
        These and other questions support the analysis cycle by narrowing the problem, eliminating possible causes (an important step in finding the real cause), and/or validating hypotheses
        
        Completing the Analyze Phase
        
        Verify the cause through logical analysis
        
        confirm your suspicions with people who know
        
        apply the confidence test - consensus on the following:
        
        Are we comfortable that we understand enough about the process or problem and its root cause(s) to develop effective solutions?
        
        Is the value of further confirmation of our conclusions worth the additional time, resources, and momentum?
        
        Do's and Don'ts
        
        Refer Folder
        
        A 02.5 SS
        4. IMPROVE
        
        Key Questions to be Answered:
        
        What possible actions or ideas will help us address the root cause of the problem and achieve our goal?
        
        Which of these ideas form workable potential solutions?
        
        Which solution will most likely achieve our goal with the least cost and disruption?
        
        How do we test our chosen solution to ensure its effectiveness and then implement it permanently?
        
        Keys to Brainstorming Success:
        
        Clarify the objective of your brainstorming.
        
        Listen to and build on the ideas of others.
        
        Prohibit judging, criticizing, or commenting on ideas.
        
        Avoid self-censorship.
        
        Abandon assumptions and be wild.
        
        The Solution Statement
        The solution statement provides a clear description of a proposed improvement. The value of the solution statement is that it ensures a thorough definition and understanding of the idea under consideration.
        We recommend that your teams consistently create these statements to ensure that solutions have been well thought through. (one that can be continuously developed throughout the process)
        
        Select the Solution to be recommended / implemented
        
        Do's and Don'ts
        
        Refer Folder
      - DMADV Framework:
        
        Define
        
        Measure
        
        Analyze
        
        Design the process at a high level before moving onto a more detailed version that will become the prototype to identify errors and make modifications.
        
        Verify that the final iteration of the product or process is approved by all customers and clients — whether internal or external.
        
        When a business needs to develop a product or process that doesn’t already exist or when a product has been optimized but still falls short, that’s when you want to use DMADV.
        https://www.cio.com/article/3237692/six-sigma-quality-management-methodology.html