© Copyright 2009, Metastorm Inc. Achieving Six Sigma with Metastorm Enterprise
Jan 20, 2015
© Copyright 2009, Metastorm Inc.
Achieving Six Sigma with
Metastorm Enterprise
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Executive Summary
Six Sigma is one of the primary quality initiatives of our time. In today‟s
rapidly changing and difficult business environment, Six Sigma helps
organizations gain improvements in process and product quality. Their
success lies in the ability to tie project results directly to improved
customer satisfaction ratings and bottom line savings.
The name Six Sigma is taken from the approach‟s statistical roots. If a
product or process achieves a Six Sigma level of consistency, then it is
experiencing only 3.4 defects per million opportunities (DPMO). In other
words, Six Sigma products and processes are 99.99966% consistent.
Such impressive results are realized because Six Sigma projects follow
a proven, five-phased approach known by the acronym “DMAIC”:
Define the problem area in objective terms
Measure the performance of products and processes
Analyze the problems to identify root causes
Improve the results by redesigning processes and
reducing variation
Control the processes to ensure the improvements are
permanent
To manage and execute projects, Six Sigma teams traditionally have
juggled a number of tools – including disparate diagrams, spreadsheets
and charts. Complex and inefficient, this fragmentation detracts from the
focus on critical business issues. And control systems in completed
projects often lack the robustness for sustained results. Without an
effective means to model, execute and monitor the process
improvements, Six Sigma performance levels are seldom attained.
Metastorm answers the demand for complete Six Sigma project
productivity and process management with Metastorm Enterprise. This
powerful, integrated combination of enterprise modeling, business
process analysis, and business process management tools enables Six
Sigma teams to effectively perform the entire DMAIC process. The
Metastorm Enterprise platform includes:
Metastorm ProVision® – A comprehensive suite for
enterprise and business architecture, process
discovery and business process analysis – allowing
Six Sigma teams to translate business strategy and
operational objectives into successful enterprise
change through models that describe enterprise assets
and their relationships. This understanding of the
enterprise serves as the context for effective Design,
Measurement, Analysis, Improvement and Control in Six
Sigma projects. Metastorm ProVision provides users
with a wide array of modelers and reports that directly
support Six Sigma initiatives.
Without an effective means to model, execute and monitor process improvements, Six Sigma performance levels are seldom attained. Metastorm answers the demand for complete Six Sigma project productivity and process management with Metastorm Enterprise.
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Metastorm Discovery™ – Takes business process data
collection and analysis to the next level. Organizations
use this solution to replace traditional methods of
gathering as-is process information and to formalize
process discovery activities. Metastorm Discovery,
which is part of the Metastorm ProVision offering,
eliminates the problem of having insufficient or
inaccurate data to optimally leverage Six Sigma.
Metastorm BPM® – A complete Business Process
Management Suite for roundtrip process life-cycle
management including design, automation, analysis,
and monitoring of an organization‟s human-centric and
integration-centric activities and processes. Business
Process Management is integral to Six Sigma because it
allows organizations to improve their most critical
business processes and has a direct impact on cost,
productivity, response time, visibility and profitability.
Metastorm Integration Manager – A high-performance
integration platform that automates system-based
business processes, provides secure managed file
transfer, and opens up legacy system applications for
use in new service-oriented applications. Metastorm
Integration Manager provides visibility into what is
happening at the system and data level – insight that
can be valuable in optimizing all levels of quality.
This paper reviews the five phases of Six Sigma and describes how
Metastorm can help organizations reach higher levels of process
excellence and more rapidly achieve quality objectives.
This paper reviews the five phases of Six Sigma and describes how Metastorm can help organizations reach higher levels of process excellence and more rapidly achieve quality objectives.
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Executive Summary ............................................................................................ 2 Six Sigma Project Overview ............................................................................... 5
Define ............................................................................................................... 5 Measure............................................................................................................ 5 Analyze ............................................................................................................. 5 Improve ............................................................................................................ 6 Control .............................................................................................................. 6
The Define Phase ................................................................................................ 6 Business Interaction Model .............................................................................. 7 Critical Requirements Model ............................................................................ 8 SIPOC Model .................................................................................................... 9 Cost/Benefit Analysis ...................................................................................... 12
The Measure Phase .......................................................................................... 12 As-Is Workflow Model ..................................................................................... 13 Process Discovery .......................................................................................... 14 RACI Model .................................................................................................... 16 Failure Mode and Effects Analysis ................................................................. 16
The Analyze Phase ........................................................................................... 17 Cause and Effect Model ................................................................................. 17 Process Simulation ......................................................................................... 19 Collaborative Analysis .................................................................................... 21
The Improve Phase ........................................................................................... 22 Opportunity Model .......................................................................................... 25 Process Execution .......................................................................................... 26
The Control Phase ............................................................................................ 27 The Bottom Line ................................................................................................ 29
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Six Sigma Project Overview
Six Sigma projects typically involve five phases: Define, Measure,
Analyze, Improve and Control (DMAIC):
Define
In the define phase, project objectives and boundaries are set. These
project objectives are based on the organization‟s business goals,
customer needs, and knowledge of processes that must be improved in
order to reach a higher sigma level. The primary outputs of the define
phase are:
Project scope visually related in a business interaction
model
Critical requirements model based upon “the Voice of
the Customer”
Voice of the Customer Report
Association matrices of critical goals to business
deliverables and business processes
Supplier-Input-Process-Output-Customer (SIPOC)
model for each business process
Impacted roles optionally structured in an organization
model
Definition of the project requirements
Cost/Benefit Analysis
Measure
In the Measure Phase, the goal is to pinpoint the location or source of
problems by building an understanding of existing process conditions
and problems. Important outputs of this phase are:
Process Discovery
The “as-is” workflow model, which aids in
understanding the business process, and identifies
where measurements should be taken
FMEA
RACI Model
Analyze
In the Analyze Phase, theories about the cause of process problems are
proposed, confirmed (or rejected) with data, and ultimately the root
cause(s) are identified. The primary outputs of the Analyze Phase are:
Six Sigma projects typically involve five phases: Define, Measure, Analyze, Improve and Control (DMAIC).
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Cause and effect model
Association matrix showing the impact on critical goals
by current problems
Detailed “as-is” workflow model
Simulation results of the current process highlighting
process problems
Collaborative analysis including Minitab, JMP and
Crystal Reports
Improve
In the Improve Phase, solutions are proposed, developed, evaluated
and implemented. The primary outputs of this phase are:
Opportunity model
“To be” workflow models showing possible solutions
Simulation results of the proposed solutions to evaluate
alternatives
Association matrix comparing opportunities to problems
Process execution for improved project sustainability
Control
During the Control Phase, a solution is determined for each process and
plans are made for its implementation. Putting a solution in place can fix
a problem for the moment. The Control Phase helps ensure that the fix is
permanent, and that steps are in place to refine and further improve the
new process over time. The creation of standards and documentation of
the new, improved process are important aspects of this phase, as is
the ability to obtain greater visibility and control over processes for
better compliance and quality control.
The Define Phase The Define Phase establishes the purpose and overall scope of the Six
Sigma project. The scope document describing a Six Sigma project
includes a clear statement of the project charter and business case (i.e.,
the motivation for the project).
The Metastorm ProVision enterprise modeling solution uses a
combination of business modeling and statistical analysis that is integral
to each phase of the DMAIC approach. Business modeling provides for
a concise structure and definition of all aspects of the business.
Statistical analysis aids in pinpointing current process problems, and
verifies the expected level of performance improvements a redesigned
process should realize. Metastorm ProVision produces a Business
Interaction Model, illustrating the impacted organizations and customer
The Define Phase establishes the purpose and overall scope of the Six Sigma project. The scope document describing a Six Sigma project includes a clear statement of the project charter and business case (i.e., the motivation for the project).
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base; a model driven by the requirements of the customer; and a high-
level SIPOC model for each of the processes within the scope.
Business Interaction Model
The Metastorm ProVision BIM creates the overall strategic view of the
business. This view covers the entire breadth of the Six Sigma project
from an organizational standpoint. It may encompass multiple key
business processes performed by the organizations shown in this
model, as well as show the organizational boundaries within the
business, and the primary relationships between both internal and
external organizations.
Since the entire enterprise is too large to address during a single
project, a typical Six Sigma effort covers a portion of the business
referred to as the business domain. The region in the center of the
Metastorm ProVision BIM represents this business domain. The model
defines the boundaries of the project by placing the business domain
within the context of its suppliers, customers and competition.
The Metastorm ProVision Business Interaction Model
The BIM concentrates on organizational relationships, which involve the
passing of goods and information across political boundaries.
Interactions with customers, suppliers, competitors, and major internal
organizations are evaluated to identify critical goals.
The BIM created in Metastorm ProVision serves as the basis for
identifying other components in the Define Phase, including the
Metastorm ProVision produces a Business Interaction Model that illustrates the impacted organizations, the customer base, and the customer requirements.
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customers that will be queried to identify critical issues and customer
requirements. In fact, each interaction has an organizational unit in the
role of the customer. This allows critical customer requirements to be
identified throughout the scope. Each major interaction serves as the
trigger for a major component or the result of a key business process,
and each of these processes is outlined using a SIPOC model. The
identified business processes then become the candidates for process
improvement and are mapped against the critical customer
requirements to identify priority.
Critical Requirements Model
A critical requirements model, created within Metastorm ProVision,
identifies issues that are important to the customer.
The requirements are categorized in the model using a general-to-
specific format. The customer-driven requirements are organized into
major categories, logically grouped by issues that are customer
focused. Example groupings include customer requirements that are
critical-to-quality (CTQ), critical-to-delivery, critical-to-cost and critical-
to-process.
Critical to
Process
Requirements
(CTP)
Eliminate
In-Queue
Time
Critical to
Delivery
Requirements
(CTD)
Price Widgets
Competitiively
Critical to Cost
Requirements
(CTC)
Test All
Widgets for
Compliance
Decrease
Material
HandlingPakcage
Product
Appropriately
Design
Quality into
Product
Decrease
Warranty
Claims
Critical to
Quality
Requirements
(CTQ)
Reduce
Product
Returns
Reduce
Production
Overhead
Reduce
In-Transit
Time
Produce
Widgets
Within
Specifications
Quality Widget
Critical
Requirements
Use
Widgets
with Little
Training
Metastorm ProVision Critical Requirements Model
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Critical customer requirements aid in scoping the Six Sigma effort by
helping the participants focus their improvement efforts. These
requirements express the issues that are the key drivers to customer
satisfaction. Such issues may determine the products and services
offered by the business, or influence the features and functions of
current products and services. The high-level customer requirements
shown in the preceding model facilitate the identification of detailed
customer requirements. These requirements typically contain specific,
measurable criteria to judge attainment of the goals. The next phase of
the Six Sigma project (Measure) captures the actual measurements of
these requirements as a critical attribute.
The BIM in Metastorm ProVision identifies the critical relationships
between the suppliers, customers, competitors, and major internal
organizations. These relationships express the key process variables
(deliverables) passed between participants. These deliverables will be
measured to assess the achievement level of the critical requirements.
A Voice of the Customer report is created between the critical
requirements and the deliverables identified in the BIM. This report
provides a picture of how the critical requirements relate to the
relationships between suppliers, internal organizations, and ultimately
the customers.
Metastorm ProVision Voice of the Customer Report
SIPOC Model
SIPOC is an acronym for Suppliers, Inputs, Processes, Outputs and
Customers and shows how these business entities interact at the
boundary of the process. Using Metastorm ProVision, a SIPOC model
can be built for each business process within the scope of the Six
Sigma project.
Critical customer requirements aid in scoping the Six Sigma effort by helping the participants focus their improvement efforts. These requirements express the issues that are the key drivers to customer satisfaction.
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The SIPOC model establishes the boundaries of a particular business
process. A business process is a time-bounded set of activities that
consumes resources and produces products and/or services. Each
process‟ SIPOC model provides the reader with a firm idea of the
beginning of the process (by showing its resources and suppliers), and
the ending points of the process (by showing its outputs and
customers). The SIPOC models provide a process-driven approach to
divide the entire scope of the Six Sigma project into manageable
partitions.
The SIPOC models define the high-level process participants that are
included in the scope of this Six Sigma project. The SIPOC model is
created after a BIM, or in place of it, if the scope of analysis is confined
to a single business process. A SIPOC model can be built using the
specific process under study as its domain. The following example
displays a SIPOC model built using Metastorm ProVision‟s SIPOC
modeler:
Metastorm ProVision SIPOC Model
The business processes identified in the SIPOC models are
associated with the critical business requirements. A
requirements-to-business process association matrix can be
developed using Metastorm ProVision. This serves as a cross-
checking mechanism to ensure a complete set of requirements
and processes have been identified. As with the deliverables,
business processes are associated to requirements using an
association matrix.
Component Parts
Venture Capital
New Technology
Completed Order
Fill Order
Capital
Markets
Component
Vendors
Research
Community
Manufacturing
Companies
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Typically, customer-driven requirements are addressed by the business‟
core processes (which produce the products and services delivered to
customers). Support processes (supporting the core processes, such
as manage finances) may address only a few customer-driven
requirements.
Metastorm ProVision Requirements to Business Process Association Matrix
Based upon the organizations identified in the BIM and the SIPOC
models, an organization chart can also be produced during the Define
Phase, illustrating the organizations and roles impacted by the Six
Sigma project.
A requirements-to-business process association matrix can be developed using Metastorm ProVision. This serves as a cross-checking mechanism to ensure a complete set of requirements and processes have been identified.
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Cost/Benefit Analysis
Another important step within the Define Phase that is enabled with
Metastorm ProVision is a cost/ benefit analysis. This requires the
gathering of financial data to quantify costs and benefits. A net present
value calculation can then be performed, and a cost/benefit analysis
chart can be produced as a result.
Metastorm ProVision Cost/Benefit Analysis Chart
The Measure Phase Armed with the deliverables from the Define Phase, the Six Sigma team
begins detailed work in the Measure Phase. The objective of the
Measure Phase is to evaluate how well customer requirements are
being met, and how efficient the organization is in meeting those
requirements.
The measurement data collected provides the basis for precisely
identifying the source and nature of existing problems that inhibit
meeting the customer requirements in an efficient manner. This is
accomplished by establishing a factual understanding (via modeling
and measurement) of the current processes. The investigation helps
narrow the problems that must be examined during the Analysis Phase.
These measurements also establish a benchmark against which
process improvements can be compared.
Armed with the deliverables from the Define Phase, the Six Sigma team begins the detailed work in the Measure Phase. The objective of the Measure Phase is to evaluate how well customer requirements are being met, and how efficient the organization is in meeting those requirements.
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As-Is Workflow Model
Before measurements can be taken, the Six Sigma team must
understand the flow of responsibility and how work is currently
performed within each process. To accomplish this, a current picture of
a process can be developed using a workflow model in Metastorm
ProVision. Creating a detailed model for each process provides the
following advantages:
Focus – A workflow model takes a large process and
renders it in manageable pieces for analysis.
Context – A workflow model puts critical problems in the
context of where and how they occur.
Targeted measurements – A workflow model identifies
where and when the measurements should be taken.
Obvious causes – Modeling a process can expose the
obvious problems occurring in the process. The obvious
errors are occasionally referred to as “low-hanging fruit”
because of the ease of identifying and correcting the
problem.
Using the SIPOC model as the high-level scope of the process, the Six
Sigma team uses Metastorm ProVision to build an “as is” workflow
model for each process. The workflow model is a visual representation
of the process, which clearly shows:
The beginning and end of the process.
Each activity that makes up the process and the
sequence in which they occur.
Where decision points occur.
The organization or role responsible for each activity.
Where work is handed off from one organization to
another (a frequent source of quality problems and
inefficiencies).
Where systems are invoked to support the process.
Major deliverables moving from activity to activity within
the process.
The complexity of the process (complex processes
usually have more quality problems than simple ones).
Before measurements can be taken, the Six Sigma team must understand the flow of responsibility and how work is currently performed within each process.
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A Metastorm ProVision “As-Is” Workflow Model with data from Metastorm Discovery shown in green
Using the workflow models as a guideline, the Six Sigma team develops
its sampling strategy. This strategy includes what to measure, how to
measure, how often to measure, etc.
The measurement data collected from Metastorm Discovery or created
within Metastorm ProVision can be directly exported to tools such as
Minitab, JMP or Microsoft Excel for detailed analysis in the third phase
of the DMAIC approach.
Process Discovery
Metastorm Discovery™ is an interactive process discovery tool
designed to enable faster and more accurate collection of data, process
understanding, and process metrics that can drive Six Sigma
measurement efforts.
Used for collecting and analyzing process data and performance
metrics on human-centric business activities, Metastorm Discovery
dynamically adapts to user responses and prompts the user with
questions that capture relevant cause and effect insights into process
activities as they unfold.
In the Measure Phase of Six Sigma projects, field users can employ
Metastorm Discovery to capture data through a handheld PDA or on
their PC as they engage in activities, ensuring that the data is timely and
accurate. The user-driven nature of the product reduces the need for
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costly consulting analysis and eliminates the need to have external
observers document process activities. Instead process details are
recorded by those who are closest to the activities and have the best
understanding of the activities‟ details. This hands-on approach not only
results in a more accurate view of the process, but it also involves
process participants in Six Sigma activities early in the cycle, easing the
impact of change management issues.
Metastorm Discovery Activity Dashboard Report
Process Discovery allows organizations to capture information about all
steps in a process – including manual and off-line activities. As part of
the combined Metastorm Enterprise platform, the data captured in
Metastorm Discovery can be leveraged by Metastorm ProVision as input
for modeling an “as is” process and analyzing potential improvements –
with the goal of optimizing the process to meet specific strategic
objectives, such as minimizing costs, accelerating response time, or
improving productivity.
The optimized process can then be deployed and automated in the Six
Sigma Improve stage through Metastorm BPM.
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RACI Model
Determining responsibilities for different types of decisions is an
important part of Six Sigma programs. A typical model used for this
purpose is called RACI, which stands for Responsibility, Accountability,
Consultation and Inform. A RACI model is the product of the Metastorm
ProVision workflow model.
Metastorm ProVision Activity Involvement Matrix (RACI)
Failure Mode and Effects Analysis
FMEA—failure mode and effects analysis—allows an assessment of the
risk to customers if a key process input were to fail. Using Metastorm
ProVision in the Measure Phase, the Six Sigma team can identify the
possible failures that can occur for each activity.
Once identified, three aspects of those failures can be reviewed and
quantified: potential failure effects, current controls, and recommended
actions to reduce risk. A risk priority number, or RPN, can be developed
for each activity, and the activities with highest RPNs can be acted upon
first to minimize risk of failure.
Using Metastorm ProVision the Six Sigma team can identify the possible failures that can occur for each activity. Once identified, three aspects of those failures can be reviewed and quantified: potential failure effects, current controls, and recommended actions to reduce risk.
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Metastorm ProVision Failure Mode and Effects Analysis
The Analyze Phase The objective of the Analyze Phase is to identify the root causes of
problems within the business processes. The analysis takes the form of
both process and data analysis. Process analysis examines how work is
performed. This analysis identifies inconsistencies, process disconnects
and other inefficiencies that lead to problems. Data analysis uses the
measurement data, gathered in the previous phase, and evaluates it.
Data analysis can suggest patterns, tendencies or possible causes for
the problems.
Cause and Effect Model
Simulation variables can be changed and multiple simulation scenarios
–as suggested by potential problems defined in a Metastorm ProVision
cause and effect model– can be completed to test variations to the
process. The analysis might also suggest the need for further data
collection to support problem identification.
The cause and effect model structures the root causes of the primary
problems in the business. This graphical representation of cause and
effect helps to visualize the impact relationship that problems have on
each other and serves as an interactive analysis tool for structuring the
problem investigation during the Analyze Phase. Its high-level broad
categories keep the Six Sigma team from concentrating on a single
problem area.
The cause and effect model is an interactive analysis tool for structuring the problem investigation during the Analyze Phase.
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As the Analyze Phase continues, the cause and effect model assists
with keeping track of which causes have been investigated, and which
have the greatest impact on the primary problems.
Metastorm ProVision Cause & Effect Model
Production
Variances
Parts Issues
Process
Issues
Equipment
Issues
People
Issues
Damaged in
Transit
Long
In-transit
Time
Poor Vendor
Training
Inadequate
Documentation
Inadequate
Testing
Poor
Process
Design
Outdated
Tools
Lack of
Capital
Expenditure
Poor
Equipment
Maintenance
Lack of
Motivation
New
Employee
Inexperience
Inadequate
Training
Temporary
Employees
Rough
Handling
Parts Get
Wet
No Update
Responsibility
Lack of
User
Manuals
Old
Technology
Construction
Old Design
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The cause and effect model is created within Metastorm ProVision‟s
problem modeler. The root causes can be mapped back against the
critical requirements using the tool‟s association matrix capability. This
relationship is another excellent exercise for assessing the priority of
developing solutions for the identified root causes. The root causes
associated to high priority requirements should be given greater
attention and focus.
Metastorm ProVision Requirement to Problem Association Matrix
Process Simulation
Often visual inspection and analysis of the workflow model can assist in
identifying the root causes of problems, which is an important aspect of
the Analyze Phase. Items identified during inspection include:
Bottlenecks – Bottlenecks are points in the process
where multiple flows converge on a single activity.
Bottlenecks prolong cycle time when certain inputs
arrive and must wait for other inputs, or there are
inadequate resources to manage all of the inputs.
Disconnects – Disconnects occur when the handoff
from one responsible participant to the next is poorly
handled. Typically, this is the result of deliverables not
being in a form that is usable by the receiving
participant, or an effective communication mechanism
has not been set up between participants. Disconnects
typically occur when the overall process has not been
properly designed.
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Redundancies – Redundancies are activities that are
performed repeatedly throughout the process by
different participants. Redundant activities waste time
and money and are not considered to add value by the
customer of the process.
Rework – Rework is recursion that occurs in the process
to correct errors. When deliverables “loop back” in the
process flow, additional cost is incurred to rework the
deliverables and time is wasted in delivering the results
to the customer.
Serialization – Serialization occurs when all activities
within a process are performed in sequential order.
While some processes may require this (e.g.,
manufacturing processes), opportunities should be
identified where activities can be performed in parallel.
When activities are performed in parallel the cycle-time
for the entire process is shortened.
In addition to the visual modeling constructs, the workflow model in
Metastorm ProVision can also capture meaningful data about each
component in the process, including:
Frequency of events that trigger the process
Activity timing
Transit times between activities
Activity costs
Required resources and commodities
These data elements can form the basis for additional theories
regarding process performance inhibitors (i.e., problems). The ultimate
form of process analysis is to use the workflow model as the basis for
simulating the process. Metastorm ProVision offers two forms of
simulation: Monte Carlo and Discrete Event.
Monte Carlo simulation is useful for calculating process
timing and analyzing the process‟ activity-based costs.
Monte Carlo simulation assumes infinite resources are
available to run the process in order to determine the
amount of resources actually necessary.
Discrete Event simulation is useful for analyzing
bottlenecks, resource constraints, excessive queuing in
the process, etc. Discrete Event simulation is more
sophisticated than Monte Carlo simulation because it
considers the frequency of events, the capacity of
activities, and the availability of resources. Metastorm
Discovery provides the critical data, collected
accurately and economically, to automatically be
carried into Metastorm ProVision‟s simulation capability.
The ultimate form of process analysis is to use the workflow model as the basis for simulating the process.
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Both simulators produce a variety of charts and graphs that facilitate
analysis of the process, revealing an even more detailed understanding
of process issues. Process simulations are a very quick and cost-
effective method for testing the results of changes to any part of the
process. Because simulations take no actual process time or resources,
the data generated by multiple simulation scenario runs can be
invaluable for identifying key process problems and assisting in
cost/benefit analysis.
Process Timing results produced for timing analysis within Metastorm ProVision
Collaborative Analysis
Minitab and JMP. As previously mentioned, during the
Analyze Phase, Metastorm ProVision can be augmented
with detailed data gathering and statistical analysis
tools, like Minitab and JMP. Modeling and statistical
tools, when used in tandem, can confirm or reject the
theories proposed in the Measure Phase. For example,
these statistical analyses can use simulation to pinpoint
the time and conditions where a process bottlenecked
or excessive costs were incurred. The Analyze Phase
produces verified theories of the source of errors and
quality problems.
Crystal Reports. Six Sigma is a data-driven process,
and reporting capabilities are critical in the
Measurement Phase. Rather than create a new
reporting environment that must be learned by Six
Sigma teams, Metastorm ProVision includes
BusinessObjects Crystal Reports controls. This provides
the flexibility to select and analyze data in multiple
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formats. To optimize performance, Metastorm ProVision
works in concert with Crystal Reports to extract only the
data needed to create the report. A set of pre-designed
sample reports are provided for use. Metastorm
ProVision users may employ these reports, customize
reports to their own preferences, or design new reports
based on their requirements. Those who desire to
create or customize reports must purchase a copy of
Crystal Reports. Once the desired reports are designed,
they can be generated by anyone who has a copy of
Metastorm ProVision.
The Improve Phase During the Improve Phase, solutions are proposed, developed,
evaluated and implemented. The possible solutions that serve as a
starting point are referred to as opportunities. An opportunity is a
chance to improve a business process, or some portion of a business
process (e.g., activities, deliverables, participants, etc.). Opportunities
spell out changes to the business that allow the performance goals to
be met to some degree. Opportunities require time, costs, risks, and
support to enact changes and attain goals.
Models that were created with Metastorm ProVision in previous phases
to describe the business domain are examined in this phase to identify
opportunities for improvement. The models to be examined include the
critical requirements model, cause and effect model, organization
model, and workflow model. The following are a set of sample questions
that can be asked to identify opportunities:
Inspect the Critical Requirements Model
How can the organization reach the goal?
Where can the process be improved to increase
quality?
What efficiencies can be realized to increase process
speed (responsiveness)?
What inefficiencies can be driven out of the process to
reduce cost?
Inspect the Cause and Effect Model
What improvement can be implemented to address a
problem?
What opportunity can be realized by addressing the
process as a whole?
What assumptions in the current process design are no
longer valid?
Opportunities spell out changes to the business that allow the performance goals to be met to some degree. Opportunities require time, costs, risks, and support to enact changes and attain goals.
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What has changed in the environment that can be
leveraged as a competitive advantage?
Inspect the Organization Model
Should the organization be restructured around the
processes?
Can the skill sets within the organization be improved to
perform the activities?
Can the organization (or its workers) be relocated to
more conveniently pass work and deliverables?
Inspect the “As-Is” Workflow Model
Activity Opportunities:
Can the activity be more cost effective (ratio of value to
cost)?
Can the activity be performed more quickly by taking
advantage of technology for example?
Can the activity make more efficient use of its resources
by sharing a workload leading to better utilization of
resources?
Should the skill level of those performing the opportunity
be increased?
Would different tools or resources improve the
performance of the activity?
Supplier Opportunities:
Can we communicate with our suppliers more
effectively?
Can we assist in improving our supplier's performance
by involving them in the process?
Are there other suppliers capable of providing
resources?
Can the supplier perform some of the business process'
initial activities to relieve the business domain of that
responsibility?
Resource Opportunities:
Are there other resources available of higher quality?
Can resources be supplied in a form that is more usable
by the business process?
Can resources be acquired in a more timely fashion?
24 | Achieving Six Sigma with Metastorm Enterprise www.metastorm.com
Customer Opportunities:
Can communication with our customers be more
effective by involving them in the process?
Are there other markets for our products?
Are there customer activities the business domain can
perform to better meet the needs of the customer?
Can the customer perform some of the business
domain's final activities, allowing for reduced prices or
quicker response?
Product and Service Opportunities:
Can the quality of our products and services be
increased?
Can products and services be provided to the customer
in a more convenient form?
Intermediate Deliverable Opportunities:
Can deliverables be passed between activities more
quickly?
Can deliverables be put in a usable form for the
receiving activity?
Can the number of workflows be minimized to reduce
hand-offs?
Typically, several opportunities are available to assist the business in
meeting its goals. The key is choosing the right combination of
opportunities and the right sequence of change implementation to yield
the desired results. Costs, time, risks, and support levels must be
weighed against the benefits of pursuing the opportunities.
The key is choosing the right combination of opportunities and the right sequence of change implementation to yield the desired results. Costs, time, risks, and support levels must be weighed against the benefits of pursuing the opportunities.
25 | Achieving Six Sigma with Metastorm Enterprise www.metastorm.com
Opportunity Model
Possible solutions are categorized and shown using the Metastorm
ProVision opportunity model. For completeness, these opportunities are
associated with the objects in the other models that describe the
business.
Metastorm ProVision Opportunity Model
The implementation of these opportunities is shown by making changes
to the “as is” workflow model, resulting in a “to be” workflow model.
Hypothetical costs, timing and resource constraints are entered and the
“to be” model is simulated. This is an inexpensive way to validate the
proposed changes prior to implementation. With several proposed
alternatives likely, there may be many “to be” models. The “as is” model
is re-used as the starting point, or template for all of the “to be” workflow
Quality
Widget
Opportunities
S
Improve
Supplier
Relationships
P
Improve
Internal
Processes
C
Improve
Customer
Relationships
E
Improve
Employee
Performance
S.1
Share
Technology
S.2
Train
Supplier
Personnel
C.1
Improve
Quotation
Response
Time
C.2
Extend
Product
Warranty
C.3
Reduce
Product
Ship
Times
E.2
Increase
Compensation
E.1
Entire
Process
Education
P.2
Update
Mfg.
Equipment
P.4
Acquire
New
Testing
Equipment
P.1
Redesign
Production
Processes
P.3
Maintain
Existing
Equipment
E.2.2
Increase
Company-paid
Benefits
E.2.1
Incentive
Compensation
26 | Achieving Six Sigma with Metastorm Enterprise www.metastorm.com
models. Each of the “to be” workflow models is simulated and analyzed
to find the most cost effective scenario.
Process Execution
An integral component of the Improve Phase, Metastorm‟s Business
Process Management software – Metastorm BPM – enables
organizations to automate processes, as well as provides ongoing
management, control and monitoring. Business Process Management is
powerful because it gives organizations the ability to directly impact the
cost, productivity, response time, visibility and profitability of their most
critical business processes.
Because all of the applications share the Metastorm Enterprise platform,
the Metastorm ProVision project results and optimized process models
can be carried over into Metastorm BPM for automation and execution.
With this capability, the organization is empowered to automate the
process.
Metastorm BPM Process Designer
In the Improve Phase, Metastorm BPM helps Six Sigma teams:
Improve project sustainability by automating complex
processes quickly.
Gain greater agility by allowing you to enhance and
extend processes as business dictates.
Metastorm BPM enables organizations to automate and improve processes based on real-time execution data.
27 | Achieving Six Sigma with Metastorm Enterprise www.metastorm.com
Improve staff utilization by sharing work.
Speed the process and improve communication by
enabling customers and suppliers to participate directly
in the process.
Speed the process by delivering work electronically.
Improve data quality by reducing data collection and
data transcription errors.
Reduce errors and speed the process by integrating
existing systems into the process, including legacy
systems, ERP systems, CRM systems, databases and
directories.
Metastorm BPM is quick and easy to implement as part of a Six
Sigma program and gives the organization the ability to automate
business processes quickly with involvement from business users,
allowing the benefits of the Six Sigma program to be realized more
quickly. Automating a process reduces variability, enforces
consistency and adherence, and is the most effective method to
ensuring project gains are realized and sustained.
The Control Phase The Control Phase targets the on-going management of processes that
were modified during the Improve Phase. Unlike the other Six Sigma
phases, the Control Phase does not have a completion date; rather it
ensures that the problems that were fixed stay fixed.
During this phase a number of objectives should be realized for each
improved process:
Verify the solution works as planned. During the Improve Phase,
the process was remodeled within Metastorm ProVision and
simulated to estimate the degree of performance improvement.
The improved process is initially implemented in one or a few
sites (i.e., organizations or locations) for a trial period. During
this period, a number of measurements are taken to verify that
actual performance meets expectations. The improved process
should be corrected as necessary based on this „real world‟
data that has been automatically collected by Metastorm BPM.
Roll out the solution across the enterprise with Metastorm BPM.
Based on the success of the trial implementation, the improved
process is implemented across all portions of the enterprise
performing the process. The process owner or owners are
responsible for the on-going management and improvement of
the business process.
Automating a process reduces variability, enforces consistency and adherence, and is the most effective method to ensuring project gains are realized and sustained.
28 | Achieving Six Sigma with Metastorm Enterprise www.metastorm.com
Metastorm BPM
Make sure the problem stays fixed. There is a basic tendency
for the process performers to drift back to their previous method
of work after a period of time. A subset of the process
measurements is left in place to assure continued consistency.
By using Metastorm BPM, performers must follow the process
and cannot revert to old procedures. Another key factor in
assuring process consistency is the standardization and
documentation of new process. Metastorm ProVision‟s models
and interpretations can be published as both Microsoft Word
documents and HTML files that can be viewed interactively. This
readiness of process information can be used as a training tool
for those newly assigned to some portion of the process.
Ensure process flexibility for further improvements. The fact that
process information is captured in Metastorm ProVision‟s
repository makes it easy to keep it current. The “to be” models
become the “as is” models upon implementation. These models
can be updated with continuing improvements and made
immediately available to anyone who wants to view them, even
remotely through When a process is automated with Metastorm
BPM, the process monitors itself and can alert process owners
to any impending bottlenecks. Process owners can take
advantage of active process dashboards that allow them to drill
down to process items that are in danger of breaching a Service
Level Agreement or have been sitting at the same stage in a
process for more than a prescribed number of days and take
action.
Ensure project gains are realized and sustained. Both
live and historical information collected from automated
processes can be viewed in Metastorm BPM‟s
By using Metastorm BPM, performers must follow the process and cannot revert to old procedures.
29 | Achieving Six Sigma with Metastorm Enterprise www.metastorm.com
dashboards—like the to-do and watch lists—and used
for executive reporting, real-time monitoring, and trend
analysis across key performance indicators. Metastorm
BPM automatically captures real-time data, and creates
real-time vital cause control charts and monitoring
dashboards – allowing Six Sigma teams to determine if
the processes perform to the level desired. Metastorm
BPM also offers trend reports that indicate how the
process performance has improved over time.
Metastorm BPM Dashboard
The Bottom Line Organizations can now realize more immediate and sustainable ROI
from Six Sigma projects by using the solutions of Metastorm Enterprise
as a DMAIC roadmap and project productivity solution. The seamless
integration of Metastorm ProVision, Metastorm Discovery and Metastorm
BPM allows Six Sigma teams to leverage real-time process data to
analyze, evaluate, automate and make continuous process
improvements that help realize the full potential of Six Sigma initiatives.
© Copyright 2009, Metastorm Inc. All rights reserved. Business to the Power of 3,
Enterprise Process Advantage, Metastorm BPM, Metastorm Discovery, Metastorm DNA,
Metastorm Knowledge Exchange, Process Pod, ProVision, and the See.Think.Do image
are either registered trademarks or trademarks of Metastorm Inc. Other product, service
and company names mentioned herein are for identification purposes only and may be
trademarks of their respective owners.4.21.2009.