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Practitioners of Six Sigma will recognize this as a fundamental way of expressing the Define-Measure-Analyze-Improve-Control sequence followed in Six Sigma D.M.A.I.C. Improvement. Note that in following this sequence, much attention is paid to thoroughly understanding how the current bad process actually performs. Then, and only then, is an attempt made to understand what causes the process to produce the defects which are under investigation. Only when evidence has been accumulated to prove what the root causes are, can remedial changes be designed. No remedies or improvements are even discussed, much less designed and implemented, until the root cause(s) of the problem are scientifically established beyond a doubt. The sequence goes further to assure that breakthroughs are sustained. New controls, particularly on the remedial changes made to the process being improved, are designed and implemented. Periodic audits are performed to ascertain that the controls are indeed being applied successfully. Historically, a breakthrough meant that we achieved a 10% improvement in the performance of a process as evidenced by the accepted quality levels (AQLs) of the 1970s. In today's competitive society, a breakthrough may mean a 10 fold improvement or an improvement to 6 sigma or 3.4 ppm defective. Juran can help your organization with quality improvement by diagnosing, and subsequently remedying, the root causes of chronic and costly problems. |