Page 53 - Six Sigma for electronics design and manufacturing

The Nature of Six Sigma and Its Connectivity to Other Quality Tools
process to be examined, their inputs, and outputs. This would con-
stitute the context diagram of the process and the data flows of
current information originating from sources, transformed by
processes and arriving at destinations and data stores. The current
process operation is recorded, including the relationship of the var-
ious processes and the types of data stores and how the data is ma-
nipulated.
2. For each process, establish definitions of inputs, outputs, custom-
ers, and key requirements. Document process specifications and
data dictionary for each process. 23
3. Analyze the current “as is” process map, then create a more effi-
cient process map, called “should be.”
4. Reestablish the process definitions and data flows for the “should
be” process map.
These elements of structured analysis, shown in Figure 1.6, are
very useful in documenting and explaining to the enterprise how the
methods, techniques, responsibilities, and operations of the different
parts of the organization interact with one another. It serves as a
powerful documenting tool for current processes. In addition, the in-
herent inefficiencies of the process can be visualized easily, and can
be optimized by eliminating excess loops and data transcriptions.
Each department should record its procedures, responsibilities, and
functions in its own data flow diagram. This serves as an excellent
documentation tool for the total process and its interactions. The visu-
al presentation of the diagrams is much easier to comprehend than
written procedures and documentation. For example, design engi-
neers can quickly grasp the interconnection of the different parts of
the organization in such cases as design implementation and produc-
tion of prototypes.
1.11.1.1 Case study: Using process mapping to schedule a production sys-
tem. A team was formed, comprised of associates from different shifts
as well as the shop scheduling personnel, to analyze and recommend a
new operational strategy for a whiteboard communication system be-
tween the different shifts of an electronics factory using process map-
ping. Team members were quickly able to establish how the different
shifts and scheduling departments in their plant carry out their tasks,
and interact with other departments. The team elected to formulate
the challenge of improving the system in the following three steps:
1. Problem statement: Establish a dispatching system for shop floor
scheduling using whiteboards.