Discussion: SIPOC Diagram and Analysis First, watch the video SIPOC: Suppliers Inputs Process Outputs Customer. Additionally, be sure to review the DEFINE Supplementary Document, MEASURE Supplementary
WCM 610 ANALYZE Supplementary Document
Because of the complexity of conflict, particularly conflict in a systems setting, you must be sure that you move to
analyze the present ing situation accurately. As the SMART g oals example of Organization A shows , while the root cause
of the conflicts appear to emerge from the organizational structure, the c hairman is highly unlikely to support a
recommendation to restructure the entire o rganization. Y ou should be able to see how this conflict situation moves back
and forth among the DMAIC phases. Accuracy in the Define phase and rechecking the problem definition in the Measure
and Analyze phase s are accompanied by considering the Improve recommendations and how you might control your
recommend ed improvements. As w hat you might wish to recommend to improve Organizat ion A cannot be
implemented, you may find that you need to return to the Define and Measure phases, to red efine the problem,
measure, and then analyze , while also looking ahead to recommend a viable impro ve ment that can be subjected to
genuine control.
Deconstruction using the SMART goal table can help you understand what the problem is and what can actually be done
to create changes.
When you reach the Measure phase, you may make use of the statistics shown in the Six Sigma text. You can also
interview key individua ls in the organization (e.g., leadership, employees, and other internal stakeholders ), as well a s
external stakeholders (e.g., customers ), to obtain verbal data information. All da ta, whether statistical r esults or
interview findings, is then subjected to the Measure phase, so that the information has actual value.
In the Analyze phase of DMAIC, the researcher moves from the problem to the solution to the problem. As was shown in
the SMART goals table concerning Organization A, solutions must be informed by the actual problem, and must be viable
for genuine implementation. However, many people tend to resist change; Kanter presented the top ten reasons that
cause individuals to resi st change. Part of your job as an analyst in the Analyze phase is to r ecognize that the changes
you are going to recommend in the Improve phase may be difficult for people to adopt, even if the need for cha nge has
been established.