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Lack of really productive and/or innovative ideas for improvements (upgrade to 4 sigma level and higher) or lack of competitive design or redesign.
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Time and labor consuming DOE.
d) Verify/Control Phases •
Non-systematic and non-exhaustive failure prediction
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These reasons lead not only to delays, but also increase the Cost of Poor Quality (COPQ) due to rework. Repeated idea collection, endless meetings and discussions, screening the alternatives, measurements and analysis also significantly deteriorate overall acceptance and support of further deployments.
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The need for additional efficient analytical techniques and tools, which not only accelerate the above decision-making activities but also make decision-making and problem-solving activities errorprone, increase their productivity and reduce cycle time, and increase Roll Throughput Yield of innovative and competitive solutions through the whole Six Sigma process, is apparent and urgent.
e) Small and medium size companies or business units, who actively enter the Six Sigma community, have additional limitations when deploying Six Sigma methodology: • Personnel are limited and often working overtime. • It is often difficult (if not impossible) to find suitable candidates for Black and Green Belt positions to lead Six Sigma projects on either a full-time or part-time basis.