What are the best Six Sigma tools to optimize process cycle time?

Lean methods are better for optimising cycle time. Of course there are overlaps between Lean and Six Sigma and this often leads to interchange of tools. And this is a good thing in my view. In general having a wing span flow diagram of the process is a good starting point. I have always advised teams to look at the more end to end process map and not just the part where the delay is observed. As in life, at work also, effects and causes are not co-located.

Define & create Standard Work or Standard combination sheets - without it, there is no hope or opportunity for cycle time improvement.

IMO there are way too many high priests & priestesses out there. Purists who "know" the right tools and ways to apply them and will not budge. Define the process, problem, etc. (doesn't matter how-each team can do it their own way). Measure (not all strategies should be the same! discrete data, continuous data, stratified data? truncated data? trustworthiness of the data? all play into a reasonable Measure phase). I won't bore you with A, I & C because the thought process is the same. Technical requirements are different by project as are the Team Members' preferences and abilities. Don't be a high Priest/ess. Respect people & give them a chance to solve the problem their own way within a framework.

One more very important question to be asked : why do we need CT reduction, do we have a capacity issue, or if we reduce CT will it open up additional capacity and is there incremental Sale to back fill. Some times organization start this journey with out having a good purpose and later on people wonder why did we do that ?

In my experience creating a swim lane process map is helpful in defining who is responsible for doing which activities. Many times cycle time is impacted by inefficient handoffs between activities between different groups.

Good response. Manufacturing firms, especially in automotive, understand capability and reliability most succinctly is the outcome quantifying the Measure Phase deliverable and the measures should be the KPI(s) in the charter. The Measure Phase is often neglected or started late and thus missing the opportunity to motivate problem-solvers. It’s like watching a game but the scoreboard doesn’t display until the game is over.

I'm a big fan of control charts, and here's why: We can have the most detailed WBS efforts, but the x-bar data is going to tell me if everyone in those structures is doing it the same way. I think we ignore the human element at times. Get a stable process (notice I didn't say optimal) and when everybody is speaking the same "process language", then you can begin to improve the process. Pay more attention to the in-control than the outliers initially. That will give you the baseline for your process. Everybody wants to be the firefighter and go after the outliers. That comes later. Establish an understanding of current state effective practices and build from there.

If there is waste included in your cycle times a DMAIC approach can help identify the cause of the waste and develop solutions to remove them. As you remove the waste, you'll be able to reduce the cycle time. Also, a clarification on another comment in this series. Six sigma is not plus/minus 3 sigma, it is plus/minus 6 sigma. This means a process average that is 6 standard deviations from the closest specification limit.

It depends on the type of the industry and nature of the process. For continuous, mass or batch production tools like standard work sheet, work combination chart and line balancing chart may be helpful !

Brainstorm sources of variation for cycle time. Reducing cycle time is one thing but reducing the variation is just as or more important. Therefore, tools such as Fishbone, capability, and hypothesis testing.

DMA phases typically involve passive analysis, examining existing data to understand process variations. In contrast, Design of Experiments (DOE) is an active analysis tool, purposefully setting up experiments to test and optimize processes. This active approach enables precise identification of the best operational conditions, positioning DOE more as an optimization tool than mere analysis. During the analyze phase, General Linear Models (GLM) are particularly effective. GLMs help in understanding the relationship between variables and outcomes, making them ideal for deeper insights during this critical phase of analysis.

One thing I have found helpful here is a feedback loop to operations where shared learnings can be easily shared within and across teams for continuous improvement mindset

Consider: Standard Work as first step. Practice Standard Work to reduce Operator variability. Identify Value Added, Auxiliary and Waste. Watch the process looking for Variability, Wait, Defects, Equipment or Machine malfunction. Man, Machine, Material and Method is a good reference to ensure all sources are considered. You may find the source of some cycle time delays take place outside of the focus area. A Pareto is a good tool to help prioritize problems from greatest to smallest contributor. 5 Why analysis helps to find Root Causes, but multiple iterations are often required to solve each problem. Be aware of Whack-a-Mole effect where the next bottle neck is hiding in the shadow of the one your just solved.

In order to get to the root cause, a process (or a sub-process) must be identified as the source of where any variability or failure is originating. If you can't identify which process (or sub-process) has failed and then change that process by ensuring it has a standard or improved standard, it is highly unlikely that the root cause has been correctly identified.

If the cycle time target is based only on machine, advanced tools such as DOE may be necessary. However, cycle time should include the operator. Root causing for an operator / operations generally is successful using basic tools such as 5W1H, 5G, Ishikawa (fishbone).

Evaluate the impacts of the root causes relative to the project metrics. Prioritize countermeasures based on this evaluation. Attack each root cause individually starting at the top of the prioritization list, while understanding its overall impact on the project metrics. By continuing to evaluate countermeasure impact throughout the project, you avoid sub-optimization.

Design of Experiments (DOE) stands out as a top-tier tool for optimizing process performance, especially in scenarios plagued by process variability. DOE systematically investigates the effects of multiple process variables to identify the optimal settings for enhanced performance. By leveraging a structured testing and analysis framework, DOE pinpoints critical factors and their interactions, enabling precise adjustments. This approach not only streamlines processes but also significantly reduces time and cost compared to traditional trial-and-error methods. Implementing DOE effectively minimizes variability, boosts efficiency, and enhances overall quality.

During a detailed process mapping event facilitated by an experienced process analyst, a parallel wish list for the new process should always be used to capture any spontaneous great ideas that should be noted in detail. The deeper and more detailed the process mapping exercise goes, the longer the list of the process improvement suggestions. This is not anything that a group of workers would know how to construct by themselves without the help of an experienced process mapping facilitator. All process improvement suggestions should be broken out into short, mid, and long-term implementation suggestions. Successful team efforts will have a good variety of feasible suggestions with many of them in the short-term implementation category.

For process optimization projects with interactive effects, I have found Response Surface Methodology to be useful. I prefer Shainin's more practical front-line approach to RSM. Of the 2 methods, EVOP and Simplex, I prefer Simplex, as it uses fewer test runs to reach optimization. For optimization projects without interactive effects, Shainin's Tolerance Parallelogram is an even easier approach. For more generic DMAIC projects, a DFMEA or PFMEA are good starting points as they have identified and prioritized a fairly comprehensive list of issues needing to be addressed. For product design, I have used Conjoint analysis at Motorola and Verizon to identify market segments and optimize the level of design features to satisfy customers.

When it comes to improving the process, try a unique approach: "Do the inverse." Instead of asking how to win, identify what we need to lose, and then work to mitigate those failures. This perspective shift can lead to innovative solutions and more effective process enhancements. After identifying ideas for mitigation, it's essential to prioritize them effectively. Use a Pugh matrix to rank these ideas based on their key business impact. This systematic approach ensures that you focus your efforts on the most significant improvements, making your process optimization efforts even more effective.

Organizations can effectively monitor, maintain, and control their processes by implementing the following tools and techniques. Visual Management: visual controls, dashboards, and visual displays provide real-time visibility into process performance. They enable quick identification of deviations from the standard. Process Audits: Regular process audits are conducted to assess compliance with standard procedures, identify deviations from the desired performance, and implement corrective actions. Gemba Walks: Gemba walks involve going to the actual location where work is performed to observe processes, identify opportunities for improvement, and ensure adherence to standard procedures.

There needs to be a defined method, which the above points provide. There other similar methods. However, regardless of the method, the most effective steps to reduce cycle time is observation, involving those doing the work or process, and making it easier and less burden for them to do their job.

Ask yourself does this matter Example - I’m a NASCAR driver and my pit crew is monitoring tire pressure What change in tire pressure matters? 0.5 psi or 1 psi and so on It’s important to know for this changes with track speed, turn angles and so on Know what matters!

Starting with the project charter will help you find the best performance at some point in the process. By finding the best performance at some point in the process, you will be able to analyze the processes and procedures that made it work better, and you can even improve them if you understand every detail. It requires time and dedication and you have to apply the Pareto Diagram to focus on what is most critical. Part of this first phase are: VOC, COPQ and CTQs. Each phase is important, so I can't tell you which one is not important, because all the phases are, for now I will only mention the first one.

I inherited a Six Sigma program that the CEO was considering ending because it wasn't producing the intended results. A program audit found no control reporting and that projects were languishing. I asked the CEO to require VPs to report monthly on each KPI for each project. I provided simple Excel templates that recorded opportunities and defects to create standardized charts that I compiled into a corporate report. If a project missed over 50% of its KPIs the VP would have to present to the CEO. The first month, 67% of projects had to make presentations. VPs asked me to review the charts with them in advance, turning the program from a "push" to a "pull". In 9 months, 78% of projects were making 100% of KPIs for benefits of $60M.

Tools, overall, are overrated. What is needed is understanding the principles and the “why” behind the tool and then customizing for the specific situation. I use to think of digging into my Swiss Army knife of tools. I’ve also seen people have their “ favorite” tool. I have fallen into that trap myself. Now, I am more about asking questions and observing any situation first. After that is done—most of the time that takes time— I usually modify, combine “tools” to deliver optimal solutions.

I saw the answer a couple times… Six Sigma is the wrong tool for improving process times. Six Sigma is focused on improving process repeatability/capability to + - 3 standard deviations, hence 6 sigma, and the extreme emphasis on data collection and analysis. It’s an advanced problem solving technique, and following the 80/20 rule, less than 20% of problems need that level of analysis. Probably actually less than 10%. Process time improvement is a math problem centered around flow, speeds, cycle times, bottleneck operations, etc, and tackling such means understanding all inputs, outputs, and finding ways to parallel path steps, eliminate steps, and speed steps up where possible.

This is a great topic! And I also believe Six Sigma is not the right tool. From my experiences Six Sigma isn't necessary to solve 90 + percent of issues relating to performance. Most issues (including Quality) can be resolved by going to Gemba (problems aren't solved in an office) & asking people why. Whether it's a 1 day Kaizen event or just a casual conversation, Improvement doesn't need to be complicated.

Optimize is not a dirty word. It is an unrealistic expectation. There is no such thing as optimized, there is only the best we know today. What Six Sigma tools are best? They are the ones that are lightly talked about to anyone receiving most Six Sigma training. They are what should be at the front end of D. - clear understanding of how the process in question was designed, and commissioned to run. - clear data on how the process actually runs, including clear analysis of what type of issue prevents the process from running right. - clear understanding of how the process is documented and trained In other words, was the hard work done to know we should expect the process to run right. If no, that is the project. If yes, TOC.