Understanding Demand and Failure Demand

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Sue Warner
Manager, United Kingdom

Understanding Demand and Failure Demand

I am an MSc student of Six Sigma for service. For my final project I am evaluating the benefits of DMAIC lean "systems thinking" in a call centre. This involves mapping waste at a high level, by understanding demand and failure demand (things we didnt get right first time for customers-calls we shouldnt be getting). The output will indicate problems (failure demand) arising from many processes within the organisation and I need to focus on the vital few.
I am wondering the most helpful steps to get from a particular problem, to the process(es) implicated and then some prioritisation, with a team who have no experience of improvement. I think that CEDAC (Editor: CEDAC stands for Cause and Effect Diagram with the Addition of Cards; it is a visual, team-oriented problem solving methodology developed by Dr. Ryuji Fukuda) diagrams based on a process view, rather than a 4Ms approach might help and SIPOC's (Editor: SIPOC stands for Suppliers Inputs Process Outputs Customers; it is a tool used by a team to identify all relevant elements of a process improvement project before work begins) might get the team thinking about process steps / inputs etc before we begin RCA.
I would welcome any feedback from other members of the forum in this type of situation...

  Rodolph Dandan
Business Consultant, Canada


I do agree on the CEDAC as you are working with be (...)

  Ian Ceazar Barias

SIPOC / Process Mapping

I also agree on using CEDAC and SIPOC to start the (...)

  Sue Warner
Manager, United Kingdom

Root Cause Analysis, Cedac, Sipoc

Thanks so much for your very helpful input. I enti (...)

  Jim Malloy

The Cards of CEDAC

It is the AC - addition of cards - bit of 'CEDAC' (...)

Student (University), Australia

Process Management Theories

Thank you for the highlights on DEMAIC, CEDAC and (...)

  Jaap de Jonge
Editor, Netherlands

Process Management Theories

@Lindy: very interesting, please expand upon what (...)

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