The Fishbone Diagram, How to Use it in Six Sigma

The "fishbone diagram" is a problem-solving tool used in Six Sigma projects to identify the root causes of a problem. It is also known as an Ishikawa diagram or a cause-and-effect diagram.

But, how exactly does it work?

Problem statement:

A restaurant is experiencing a high rate of customer complaints regarding the quality of the food.

Fishbone diagram process:

The restaurant team uses a fishbone diagram to identify the root cause of the problem.

1. Draw the head of the fish: 
   The head of the fish represents the problem or effect. In this case, the head would be "high rate of customer complaints regarding the quality of the food".
2. Draw the spine of the fish: 
   The spine of the fish represents the main categories of potential causes. In this case, the categories could be equipment, people, process, environment, and materials.
3. Draw the bones of the fish: 
   The bones of the fish represent the subcategories of potential causes within each main category. For example, under the equipment category, the bones could include kitchen appliances, cooking utensils, and food storage containers. Under the people category, the bones could include cooks, waitstaff, and management.
4. Identify potential causes: 
   The team brainstorms potential causes for each subcategory and writes them on the corresponding bone. For example, under the kitchen appliances bone, potential causes could include broken ovens, malfunctioning stovetops, and inadequate refrigeration. Under the cooks bone, potential causes could include lack of training, insufficient staffing, and poor communication.
5. Analyze the causes: 
   The team analyzes each potential cause to determine whether it is a root cause or a symptom of a deeper issue. They may use additional tools, such as data analysis or surveys, to validate their findings. For example, they may find that the root cause of the complaints is a lack of training for the cooks, which leads to inconsistent quality and incorrect orders.
6. Develop solutions: 
   Based on the analysis, the team develops solutions to address the root cause. In this case, they may develop a training program for the cooks to ensure they are properly trained on food preparation and quality control measures.
7. Implement and monitor: 
   The team implements the solutions and monitors the results to ensure that the problem is solved and does not recur. They may use additional tools, such as process control charts, to track the effectiveness of the solutions over time.

In this way, the fishbone diagram helps the team identify the root cause of the problem and develop targeted solutions to address it.

Six Sigma: When Sometimes Things Go Wrong, and Six Sigma Results in Failure

If you wonder what is a sample situation of a failed Six Sigma implementation, I have it here. Although this is a proven to be a successful method, but it need to be implemented properly by a team of qualified personnels. Let's see how easily things go to a wrong direction.

Problem statement:

A manufacturing company is experiencing a high rate of defective products, resulting in increased costs and decreased customer satisfaction. The company decides to implement Six Sigma to improve product quality and reduce defects.

DMAIC process:

The company implements the DMAIC process to address the issue of defective products.

1. Define: 
   The team defines the problem, project goals, and customer requirements. They identify key stakeholders and establish a project charter. For example, the team may define the problem as "a high rate of defective products that is resulting in increased costs and decreased customer satisfaction" and establish a goal of reducing defects by 50% within six months.
2. Measure: 
   The team collects and analyzes data on defective products, including the type of defect, location, and production line. They also conduct a survey of customers to gather information on their satisfaction with the company's products. For example, the team may find that the majority of defects occur on a particular production line and that customers are dissatisfied with the company's response to quality issues.
3. Analyze: 
   The team conducts a root cause analysis using a fishbone diagram to identify the underlying causes of defects. They discover that the primary causes are related to equipment failures, operator errors, and supply chain issues. For example, the team may find that outdated equipment on the production line is contributing to defects, operators are not properly trained on quality control measures, and suppliers are providing subpar materials.
4. Improve: 
   The team develops and implements solutions to address the root causes of defects. They invest in new equipment, provide additional training for operators, and work to improve supplier relationships. For example, the team may purchase new machinery for the production line, provide training for operators on quality control measures, and establish more stringent supplier quality control measures.
5. Control: 
   The team establishes control measures to sustain the improvements and prevent defects from recurring. They implement ongoing monitoring and measurement systems to ensure that product quality remains high and that any issues are quickly identified and addressed. For example, the team may implement regular quality audits and conduct surveys of customers to monitor their satisfaction with the company's products.

Results:

Despite the team's efforts, the Six Sigma project does not lead to a significant reduction in defects or an improvement in customer satisfaction. The company's costs actually increase as a result of the new equipment purchases and additional training expenses. The root cause analysis may have been incomplete, and the team may not have fully understood the causes of the defects. The improvements made may not have been well-suited to the specific issues faced by the company, or the control measures may not have been effective in sustaining the improvements. Ultimately, the Six Sigma project is considered a failure, and the company may need to consider alternative quality improvement strategies.

Six Sigma: Another Sample of How it Works

Since I was still having problem understanding Six Sigma, I was thinking that I needed more example. Which brought me this. 

Problem statement:

A hospital is experiencing a high rate of patient falls, resulting in patient injuries, increased costs, and decreased patient satisfaction. The hospital decides to implement Six Sigma to improve patient safety and reduce falls.

DMAIC process:

The hospital implements the DMAIC process to address the issue of patient falls.

1. Define:
   The team defines the problem, project goals, and customer requirements. They identify key stakeholders and establish a project charter. For example, the team may define the problem as "a high rate of patient falls that is resulting in patient injuries, increased costs, and decreased patient satisfaction" and establish a goal of reducing patient falls by 50% within six months.
2. Measure:
   The team collects and analyzes data on patient falls, including location, time, and patient demographics. They also conduct a survey of patients and staff to gather information on patient safety culture and identify potential causes of falls. For example, the team may find that the majority of falls occur in the bathroom and that older patients are at a higher risk.
3. Analyze:
   The team conducts a root cause analysis using a fishbone diagram to identify the underlying causes of patient falls. They discover that the primary causes are related to patient factors, staff factors, and environmental factors. For example, the team may find that patients who are on certain medications are at a higher risk of falling, staff who are overworked or undertrained may miss signs of patient risk, and environmental factors such as wet floors or inadequate lighting contribute to falls.
4. Improve:
   The team develops and implements solutions to address the root causes of patient falls. They work to standardize patient assessments, provide additional training for staff, and make environmental modifications. For example, the team may implement a standardized fall risk assessment tool, provide training for staff on identifying and responding to patient risk factors, and install grab bars and non-slip flooring in bathrooms.
5. Control:
   The team establishes control measures to sustain the improvements and prevent patient falls from recurring. They implement ongoing monitoring and measurement systems to ensure that patient safety remains a top priority and that any issues are quickly identified and addressed. For example, the team may implement regular audits of patient fall prevention measures and conduct surveys of patients and staff to monitor patient safety culture.

Results:

After implementing Six Sigma, the hospital is able to reduce patient falls by 60%, resulting in a significant reduction in patient injuries and an increase in patient satisfaction. The hospital is also able to reduce costs associated with patient falls and improve efficiency in patient care. For example, the hospital may save on costs associated with extended hospital stays or legal fees related to patient injuries. The Six Sigma project leads to improved patient safety and financial performance for the hospital.

Six Sigma: A Sample of How it Works

I'm trying to briefly show how Six Sigma works. However the actual implementation would not be as simple as it is written here. This is just for an informative purposes only. 

Problem statement:

A global consumer goods company is experiencing a high rate of defects in its manufacturing process, resulting in lost revenue and decreased customer satisfaction. The company decides to implement Six Sigma to improve quality and reduce costs.

DMAIC process:

The company implements the DMAIC process to address the quality issues in its manufacturing process.

1. Define: 
   The team defines the problem, project goals, and customer requirements. They also identify key stakeholders and establish a project charter. For example, the team may define the problem as "high defect rates in our manufacturing process that are causing lost revenue and customer complaints" and establish a goal of reducing defects by 50% within six months.
2. Measure: 
   The team collects and analyzes data on defect rates, customer complaints, and other quality metrics. They use tools like statistical process control charts and Pareto analysis to identify the most common defects and prioritize their efforts. For example, the team may find that the most common defects are related to a specific component in the manufacturing process.
3. Analyze: 
   The team conducts a root cause analysis using tools like fishbone diagrams and statistical analysis to identify the underlying causes of the defects. They discover that the primary causes are variations in the component specifications, lack of operator training, and inadequate quality control measures. For example, the team may find that there are inconsistencies in the specifications for the component that are causing variations in the manufacturing process.
4. Improve: 
   The team develops and implements solutions to address the root causes of the defects. They work to standardize the manufacturing process, provide additional training for operators, and implement more robust quality control measures. For example, the team may work with suppliers to standardize the component specifications, develop a training program for operators, and implement a new quality control system.
5. Control: 
   The team establishes control measures to sustain the improvements and prevent the defects from recurring. They implement ongoing monitoring and measurement systems to ensure that the manufacturing process remains stable and that any issues are quickly identified and addressed. For example, the team may implement a system of regular audits to ensure that the manufacturing process is adhering to the new standards and that operators are properly trained.

Results:

After implementing the Six Sigma project, the company is able to reduce defect rates by 60%, resulting in a significant reduction in customer complaints and an increase in customer satisfaction. The company is also able to reduce manufacturing costs and increase revenue by improving efficiency and reducing waste. For example, the company may save on raw material costs due to the improved manufacturing process. The Six Sigma project leads to increased competitiveness in the market and improved financial performance for the company.

What is Six Sigma, What DMAIC Means, When to Use Six Sigma, and When not to Use it

What is Six Sigma? 

Six Sigma is a methodology used to improve business processes and reduce defects or errors in a product or service. The goal of Six Sigma is to achieve a level of quality where only 3.4 defects occur per million opportunities. The methodology was originally developed by Motorola in the 1980s and has since been adopted by many other companies.

The Six Sigma approach uses a set of tools and techniques to identify and measure defects in a process, analyze their causes, and implement improvements to reduce or eliminate them. These tools include statistical analysis, process mapping, and project management methodologies.

The Six Sigma methodology is typically organized into five phases: Define, Measure, Analyze, Improve, and Control (DMAIC). In the Define phase, the problem or opportunity is identified and the project goals are defined. In the Measure phase, data is collected to establish a baseline for the process and determine the current level of performance. In the Analyze phase, the data is analyzed to identify the root causes of the defects or errors. In the Improve phase, solutions are developed and implemented to address the root causes of the defects. In the Control phase, the improvements are monitored and sustained over time.

Six Sigma has been used by many companies to improve their processes and increase efficiency, including General Electric, Ford, and Bank of America. The methodology has also been adapted for use in other industries, such as healthcare and government.

What are the roles involved?

There are several roles in a Six Sigma project, each with their own responsibilities and duties:

1. Executive Sponsor: An executive sponsor is a senior-level leader who provides support for the Six Sigma project, ensures the project aligns with the company's strategic goals, and provides resources and funding.
2. Champion: A champion is a mid-level manager who leads the Six Sigma project, selects the project team, and oversees the project's progress.
3. Master Black Belt: A Master Black Belt is an expert in Six Sigma methodologies and tools, who provides guidance and training to Black Belts and Green Belts, and helps to lead complex projects.
4. Black Belt: A Black Belt is a Six Sigma project leader who manages a team of Green Belts, leads more complex projects, and is responsible for achieving project goals and objectives.
5. Green Belt: A Green Belt is a Six Sigma project team member who is responsible for collecting and analyzing data, and assisting the Black Belt in implementing process improvements.
6. Yellow Belt: A Yellow Belt is an employee who has completed basic Six Sigma training and can assist in process improvement projects.

Each role plays a critical part in the success of a Six Sigma project, with the ultimate goal of reducing defects, improving quality, and increasing efficiency.

DMAIC, the Way to Solve

DMAIC is a problem-solving methodology used in Six Sigma projects. It is an acronym that stands for Define, Measure, Analyze, Improve, and Control. DMAIC provides a structured approach to problem-solving and helps organizations to improve processes, reduce defects, and increase efficiency.

Here is a brief overview of each step in the DMAIC process:

1. Define: In this first step, the problem or opportunity for improvement is defined. The project goals are established, and the team identifies the stakeholders and customers impacted by the problem.
2. Measure: In the second step, the team measures the current state of the process, using data and metrics to establish a baseline. They collect data and identify the process inputs and outputs, and the team uses statistical tools to analyze the data.
3. Analyze: In this third step, the team analyzes the data collected in the Measure phase to identify the root causes of the problem. They use tools such as process maps, flowcharts, and cause-and-effect diagrams to determine the causes of defects.
4. Improve: In the fourth step, the team develops and implements solutions to address the root causes of the problem. They use creativity and innovation to develop solutions that will improve the process and reduce defects.
5. Control: In the final step, the team monitors and controls the process to ensure the improvements are sustained over time. They establish process controls and measures to ensure the process remains in control and meets the project goals.

DMAIC is a powerful problem-solving methodology that helps organizations to improve processes and increase efficiency. By following this structured approach, Six Sigma teams can achieve significant improvements in quality, reduce defects, and increase customer satisfaction.

The Fishbone, to Nail the Root Cause of A Problem 

The "fishbone diagram" is a problem-solving tool used in Six Sigma projects to identify the root causes of a problem. It is also known as an Ishikawa diagram or a cause-and-effect diagram.

The fishbone diagram is a visual representation of the factors that contribute to a problem. It looks like a fish skeleton, with the problem statement at the head of the fish and the causes branching off as bones. The branches of the diagram represent different categories of factors that could contribute to the problem. These categories may include people, methods, machines, materials, environment, or measurements.

The fishbone diagram is typically created by a team of stakeholders and subject matter experts. The team brainstorms all the potential causes of the problem and organizes them into the appropriate categories on the diagram. They then use the diagram to identify the most likely root causes of the problem and prioritize them for further investigation.

The fishbone diagram is a useful tool in Six Sigma projects because it provides a visual representation of the problem and helps the team to identify the underlying causes. By focusing on the root causes of the problem, the team can develop effective solutions that address the underlying issues rather than just treating the symptoms.

When to Use Six Sigma?

Six Sigma is a methodology that can be applied to a wide range of industries and processes. It is typically used when a company is experiencing a problem or opportunity for improvement that requires a structured approach to problem-solving. Some situations where Six Sigma may be applicable include:

1. Quality issues: Six Sigma can be used to identify and reduce defects in a product or service, improve product reliability, and increase customer satisfaction.
2. Process inefficiencies: Six Sigma can help to identify and eliminate waste, reduce cycle time, and increase process efficiency.
3. Cost reduction: Six Sigma can be used to reduce costs by improving processes, increasing efficiency, and eliminating waste.
4. Customer satisfaction: Six Sigma can help to identify and address customer needs and preferences, resulting in increased customer satisfaction and loyalty.
5. New product development: Six Sigma can be used to develop and launch new products, ensuring they meet customer needs, are of high quality, and are launched on time and within budget.

In general, Six Sigma is most effective when a company has a problem or opportunity that is impacting business performance and requires a structured, data-driven approach to problem-solving.

Why Six Sigma May not Work in Your Case

While Six Sigma is a powerful methodology for improving processes, it may not be suitable in certain situations. Here are some scenarios where Six Sigma may not be the best approach:

1. Small-scale projects: For very small projects or improvements, the structure of the Six Sigma methodology may be too rigid and time-consuming. In these cases, a simpler problem-solving methodology may be more appropriate.
2. Complex projects with unknown root causes: Six Sigma relies on data and analysis to identify the root causes of problems. In situations where the root causes are not well understood or are complex, Six Sigma may not be effective.
3. Creative and innovative projects: Six Sigma focuses on data-driven decision making and may not be suitable for projects that require more creativity and innovation.
4. Rapidly changing environments: Six Sigma projects can take several months to complete, which may not be feasible in rapidly changing environments or industries.
5. Cultural resistance: Six Sigma requires a strong commitment to data-driven decision making and process improvement. In situations where there is cultural resistance to change or a lack of buy-in from key stakeholders, Six Sigma may not be effective.

In summary, while Six Sigma can be a powerful methodology for improving processes, it is not always the best approach. Other problem-solving methodologies may be more appropriate depending on the specific situation and project requirements.

Lean StartUp: To Scale (or Not), Grow your Product/Business

The step 4 in the Lean Startup methodology is "Scale." Once you have validated your product and business model with an MVP and pivoted or preserved based on customer feedback, it's time to scale your business and grow your customer base. The goal of this step is to build a sustainable and profitable business by expanding your reach and increasing revenue.

Here's how to approach Step 4:

Identify growth channels

Identify the most effective channels for reaching your target customers and increasing your customer base. This could include social media, search engine optimization, content marketing, paid advertising, and other strategies.

Create a growth plan

Create a plan for how you will use these growth channels to reach your target audience and increase revenue. This plan should be based on data and metrics, and should outline specific goals and milestones.

Experiment and optimize

Use an iterative approach to experiment with different growth strategies and optimize your results. Test different messages, offers, and channels to see what works best for your business.

Monitor and measure

Monitor your progress and measure your results using key performance indicators (KPIs) such as customer acquisition cost (CAC), customer lifetime value (CLV), and conversion rates. Use this data to make informed decisions about how to optimize your growth plan.

Build a team

As your business grows, you will need to build a team to support your operations and drive growth. Hire the right people with the skills and experience you need to succeed.

Manage resources

Manage your resources carefully to ensure that you are investing in the most effective growth strategies. Use data and metrics to make informed decisions about where to allocate your resources.

The Scale step is all about taking the validated product and business model you've created through the Lean Startup process and building a sustainable and profitable business. By identifying growth channels, creating a growth plan, experimenting and optimizing, monitoring and measuring, building a team, and managing resources, you can effectively scale your business and achieve long-term success.

Lean StartUp: Pivot or Preserve. The Crucial Step, Why and How?

Step 3 in the Lean Startup methodology is "Pivot or Preserve." After you have tested your MVP and gathered feedback from customers, it's time to evaluate whether to pivot or preserve your product and business model. The goal of this step is to ensure that you are on the right track and that you are investing your resources in the most effective way.

Here's what you should want to do:

Evaluate feedback

Analyze the feedback you received during the MVP testing phase. What did customers like and dislike about your product? Did you uncover any unexpected insights or opportunities? Use this feedback to identify potential areas for improvement.

Assess your assumptions

Revisit the assumptions you made about your market and your product when you started your business. Are these assumptions still valid? Have you identified any new assumptions that need to be tested?

Decide to pivot or preserve

Based on your evaluation of the feedback and your assumptions, decide whether to pivot or preserve your product and business model. If you decide to pivot, it means that you will make significant changes to your product, market, or business model. If you decide to preserve, it means that you will continue to refine your product and business model based on the feedback you received.

Plan and execute

If you decide to pivot, create a plan for the changes you need to make and execute them quickly. If you decide to preserve, create a plan for the improvements you need to make and prioritize them based on customer feedback and business goals.

Test and iterate

Once you have made changes, test your product again with customers and gather feedback. Use this feedback to iterate and refine your product and business model.

The pivot or preserve step is crucial in the Lean Startup methodology because it ensures that you are always aligned with your target market and that you are investing your resources in the most effective way. By evaluating feedback, assessing assumptions, and making strategic decisions, you can pivot or preserve your product and business model in a way that maximizes your chances of success.

 

Lean StartUp: Test with customers, Measuring and Validating your Product/Business

Once you have an MVP, the next step is to test it with customers. This is where you can gather feedback and insights to improve your product or business model. Let's say you are developing a mobile app that helps people track their daily water intake. You have developed a basic version of the app with a few key features, and now you want to test it with potential customers to see how they use it and what they think.

To test with customers, you might follow these steps:

Identify your target audience

Who are the people that are most likely to use your app? For example, busy professionals, athletes, or people with health issues that require them to drink a certain amount of water per day.

Reach out to potential customers

You can use various methods to reach out to potential customers, such as social media, forums, or surveys. Offer them a free trial of your app and ask for feedback.

Observe how customers use the product

When customers start using your app, observe how they interact with it. Do they find it easy to use? Do they understand how to use the features? Are they motivated to continue using it?

Gather feedback

After customers have used your app for a period of time, ask them for feedback. You can use surveys or interviews to gather feedback on what they like, what they don't like, and what features they would like to see in the future.

Analyze the data

Use the feedback you gathered to analyze how customers are using your app and what they want. Identify any patterns or trends that emerge from the data.

Make changes

Based on the feedback and data you gathered, make changes to your app. This might involve adding new features, changing the design, or improving the user experience.

Test again

Once you have made changes, test your app again with customers. Repeat the cycle of gathering feedback, analyzing the data, and making changes until you have a product that customers love and are willing to pay for.

By testing your app with customers, you can gather valuable feedback and insights that will help you improve your product and build a successful business.

Lean StartUp: Develop an MVP, The First Step on Build-Measure-Learn Cycle

In the Lean Startup methodology, developing a Minimum Viable Product (MVP) is the first step. MVP is a simplified version of your product that you can quickly create and test with customers to validate your assumptions about the market and your product. The goal of your MVP is to learn from customer feedback, refine your product, and avoid wasting resources on building features that customers don't want or need.

These are the key steps involved in developing your MVP:

Identify your core value proposition

What is the key value that your product offers to customers? What problem does it solve? Focus on the essential features that make your product unique and valuable.

Define the scope of your MVP

Determine the minimum set of features and functionality that you need to build to deliver your core value proposition. Your MVP should be simple and focused, with just enough features to test your assumptions.

Create a prototype

Develop a prototype or mockup of your MVP. This can be a basic wireframe, a clickable demo, or a physical prototype. The goal is to create something that customers can interact with to test your assumptions.

Test with customers

Once you have a prototype, test it with potential customers to gather feedback. Use customer feedback to refine your MVP and make improvements.

Iterate and improve

Based on the feedback you receive, make improvements to your MVP. Continue to iterate and improve until you have a product that meets the needs of your target customers.

Launch

Once you have a validated MVP, you can launch your product to a wider audience. Use the feedback and insights you gathered during the MVP development process to guide your product roadmap and prioritize future features.

The MVP development process is designed to be fast, efficient, and focused on customer feedback. By creating a simplified version of your product and testing it with customers, you can quickly validate your assumptions and refine your product to meet the needs of your target audience.

Lean StartUp Methodology for Business and Product Development

The Lean Startup is a methodology for developing businesses and products, which was popularized by Eric Ries in his book "The Lean Startup". The main idea behind the Lean Startup is to focus on creating a minimum viable product (MVP) that can be quickly tested with customers in order to validate the product or business idea, and then iterate and improve based on customer feedback.

The Lean Startup also emphasizes the importance of using validated learning to guide the development process, and advocates for a continuous cycle of experimentation, measurement, and iteration. This helps businesses to avoid wasting time and resources on building products that customers don't want, and instead focuses on creating value for customers and achieving sustainable growth.

Some key principles of the Lean Startup include:

1. Validated learning: Using data and customer feedback to test and validate assumptions.
2. Build-Measure-Learn: A continuous feedback loop of building a product or feature, measuring its performance, and learning from the data.
3. Minimum viable product (MVP): Creating a product or feature with just enough features to test with customers and gather feedback.
4. Continuous improvement: Continuously iterating and improving the product based on customer feedback.

The Lean Startup has become a popular methodology for entrepreneurs and startups, and has also been adopted by many established companies looking to innovate and adapt to changing market conditions.

Step 1: Develop an MVP

The first step in the Lean Startup methodology is to create a minimum viable product (MVP). A minimum viable product is a simplified version of your product that you can quickly test with customers to validate your assumptions. A great example of this is Dropbox. Before building their cloud storage service, they created a simple video that showed how the product would work. They posted the video on Hacker News and received thousands of sign-ups before the product even existed. This validated their assumption that there was a market for their product.

Step 2: Test with customers

Once you have an MVP, the next step is to test it with customers. This is where the build-measure-learn feedback loop comes in. You build your MVP, measure how customers use it and what they say about it, and then learn from the data. A great example of this is Airbnb. When they first launched, they created a simple website that listed available rooms for rent. They then went door-to-door in New York City to meet hosts and take high-quality photos of their rooms. This helped them learn what hosts and guests really wanted, and they used this information to improve their product.

Step 3: Pivot or persevere

Based on the feedback you receive from customers, you can decide to pivot or persevere. If your MVP is not working, you may need to pivot and change your product or business model. A great example of this is Instagram. When they first launched, they were a location-based check-in app called Burbn. However, they noticed that users were mostly using the photo-sharing feature, so they pivoted and became the popular photo-sharing app we know today.

Step 4: Scale

Once you have validated your product with customers and have a solid business model, you can start scaling your business. This is where you can start investing more resources into marketing, hiring, and expanding your product offerings. A great example of this is Uber. They started with a simple app that connected drivers with riders in San Francisco. Once they validated their product and business model, they expanded to other cities and eventually became a global ride-sharing giant.

In summary, the Lean Startup methodology is a process of building a minimum viable product, testing it with customers, learning from the data, and then pivoting or persevering based on the feedback. It's a great way to validate your product idea and build a successful business.