Six Sigma Black Belt Quiz 07

A typical list of criteria for evaluating alternatives is presented below for a T Matrix:
• Customer impact
• Number of customers affected
• Within control of the team
• Within influence of the team
• Cost of quality
• Rework
• Frequency of occurrence
• Cycle time impact
• Revenue impact
• Return on investment
• Complexity of analysis

The following are how to determine the individual alternatives will be ranked within the T Matrix.
• Forced choice: Each alternative is ranked in relation to the others. The alternative best meeting the criterion gets a score equal to the number of alternatives and the worst would get a 1.
• Rating scale: Each alternative is rated independently against an objective standard. For example, a 1 to 10 scale would have 1 = very low (does not meet the standard at all) and 10 = perfect (absolutely meets the standard).
• Objective data: Enter actual data, rather than the opinions of the individual(s) doing the ranking.
• Yes/no: If the criteria are expressed in absolute terms, so an alternative either meets the criterion or not, simply enter Y or N to indicate conformance or nonconformance.

There are many tools that provide measurement data that, when analyzed properly, yield “actionable knowledge” (indicate the direction of action to be taken). Some of the key actions and tools include:
• Investigate history data archives
• Statistical process control
• Check sheets
• Process capability
• Paper files
• Histograms
• Functional experts
• Standard run chart graphs
• Data collection plans
• Scatter diagrams
• Sampling
• Box plots
• Lean metrics
• Basic descriptive statistics
• Sampling plans
• Process mapping
• Theory of constraints (TOC)
• Pace maker identification
• Taguchi loss function
• Spaghetti charts
• Tree diagrams
• Basic and advanced charting

The following is a list of criteria to use in evaluating measurement:
• The measure must be important.
• The measure must be easy to understand.
• The measure is sensitive to the right things and insensitive to other things.
• The measure promotes appropriate analysis and action.
• Data needed must be easy to collect.

Y = f(X1, X2, …, Xn)

The focus of the measure activity is to:
• Select key output measures (Y metrics)
• Collect baseline data (X performance metrics)
• Study the variation in the output measures (X process measures)
• Understand the capability of our process (6s)

Efficiency measures: The amount of resources allocated in meeting and exceeding customer requirements. Some examples include the following:
• Cost per transaction
• Turnaround time
• Time per activity
• Amount of rework

Black Belt Nonstatistical Tools (O Through Q)
• Organizational change management
• Pareto diagrams
• Prioritization matrix
• Project management
• Quality function deployment

Organizational change management (OCM) is a methodology designed to lessen the stress and resistance of employees and management to individual critical changes.

when the change becomes personal, everyone is subjected to the four C’s of Organizational change management:
• Comfort: Their comfort level has been destroyed.
• Confidence: They lose confidence in their ability to meet the requirements in the future state solution.
• Competence: They are not sure if they will have the skills required to perform. They are no longer the individuals that know the most about the job.
• Control: They have lost control over their own destiny. Someone else is defining what they will do and how they will do it

Change is a condition in which your expectations based upon past performance are not met. A condition in which you can no longer rely upon your past experience.