Course Content
Define
Identify the problem or process that needs improvement, set project goals, and outline the scope.
0/10
Six Sigma Management at Corporate Level
Six Sigma Project Team Structure
Create team roles and responsibilities
Create a Problem Statement
Create the SIPOC process map
What is CTQ (Critical to Quality)
Create CTQ Tree
Creating a Project Charter
Stakeholder Analysis
Outcome expected after the Define Stage
Measure
Collect data to establish baselines, understand current performance, and quantify the problem. For example, measuring the average turnaround time for policy renewals.
0/4
FMEA (Failure Modes and Effect Analysis) concept
Data collection methods
Introduction to data sampling
Use of Run chart for analysis
Analyze
Examine the data to identify root causes of inefficiencies or risks. This might involve analyzing claims data to uncover bottlenecks or sources of errors.
0/12
5 Whys
Root cause analysis with Fishbone Diagram
Lean 7 Wastes concept
Value chain mapping with Value Stream map
What is a process
Components of process
Process Mapping with Swimlane diagram
Process redesign principles
80/20 analysis with Pareto Diagram
Statistical analysis with Box Plot
Hypothesis Testing
Correlation and Regression Analysis
Improve
Develop and implement solutions to address root causes. For example, streamlining workflows or introducing new digital tools to reduce manual errors.
0/4
Solution Selection Matrix
Cost Benefit Analysis
Risk Assessment
Implementation Planning
Control
Put controls in place to sustain improvements, such as regular monitoring, updated procedures, or dashboards for ongoing performance tracking.
0/4
Create Control Plan
Create Key Performance Indicator (KPI)
Prepare the Process and User Guides
Handover to Process Owner
Six Sigma DMAIC (Define, Measure, Analyze, Improve, Control)

Create a Control Plan

To facilitate continued success, Six Sigma teams should create a written control plan for the process owner.
 
The purpose of a control plan is to help the process owner and business team track and respond to key performance indicators so that the process remains improved.
 
The control plan should be a concise, easy-to-reference document that tells the business team when to monitor, how to monitor, what range of data is acceptable to the monitor, and how to respond with corrective action if the range measured is not acceptable.
 
Common elements of a control plan include:
  • Company, division, or department name
  • Name of person who created the plan
  • Date the plan was created
  • Name of the person who last edited the plan
  • Date the plan was last edited
  • Project and/or process name or identifier
  • Process owner
  • List of process steps where control action is required
  • CTQ or metric associated with each action required
  • Limit specifications or the acceptable range of measurements
  • The unit of measurement
  • The method of measurement
  • The necessary sample size
  • The frequency of measurement
  • The person responsible for measurement
  • Where the information is recorded
  • Correction actions
  • Associated policy and procedure documents
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