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Design for Six Sigma Road Map for Service 45
that this process type is inefficient for our office process and probably
we should change to using several lean work cells.
4. Cause-and-effect diagram: Also called fishbone diagram analysis.
5. Data collection: Collecting such data as the waiting time, process
time, and equipment and operator utilization for each process step
may help to identify the weak links and bottlenecks of the process.
6. Process simulation: For many service processes, discrete event sim-
ulation can be a very useful tool to evaluate the current process and
identify weak links and bottlenecks.
Step 2: Generate New Design Alternatives
After the process diagnosis step, the weaknesses and bottlenecks of the
process are found. Now is the time to propose the process change and
generate the new designs. The new design can be generated based on
1. Applying lean operation principles: Such as the future state value
stream map derived by applying lean operation principles on current
state value map.
2. Brainstorming: The DFSS team can use brainstorming to generate
new designs.
3. Process knowledge: The process knowledge described in Sec. 10.3
can be used to generate design ideas. For example, if we identify our
process as a project shop–type process, then the redesign solution
should be based on project management techniques, such as redividing
the work breakdown structure, generating a different project network,
and redistributing the resource allocation.
The DFSS tools used in this phase include
• Process management
• Lean operation principles
• Value stream map
• Simulation
2.4.4 Phase 4: Design
The goal of this phase is to design (in detail) the process and evaluate design
alternatives. A discrete event simulation experiment can be used as a
valuable tool to try out each design alternative. The evaluation of the sim-
ulation results will help us to select the best design alternative. The DFSS
tools used in this phase include
• Process management
• Simulation