https://www.sarahacarletonconsulting.com/blog-1-1 daily 0.75 2026-11-07 https://www.sarahacarletonconsulting.com/blog-1-1/overcoming-obstacles-with-lean-six-sigma-and-jasp-training monthly 0.5 2026-11-07 https://images.squarespace-cdn.com/content/v1/6ad66317b92b2354b0eb8c2e/b5057d42-3bdf-4c3a-ad7e-9a82abfa16f8/JASP+to+DMAIC+table.jpg Blog - Overcoming obstacles with Lean Six Sigma and JASP training JASP covers nearly everything Green Belts and Black Belts need to analyze data in a curriculum that is geared to the ASQ and IASSC bodies of knowledge. Lean tools such as value stream maps stay on paper. Project tools such as SIPOCs, stakeholder management plans, and FMEA stay in Excel. JASP handles the statistics and the graphs. https://images.squarespace-cdn.com/content/v1/6ad66317b92b2354b0eb8c2e/e1257c7f-5dac-4232-a6ac-85d7ae7d1608/Article1.png Blog - Overcoming obstacles with Lean Six Sigma and JASP training 1. Plotting the data. Learners start with Descriptives and a histogram. Right away they see the long right tail: most patients are seen quickly, but a few wait much longer. https://images.squarespace-cdn.com/content/v1/6ad66317b92b2354b0eb8c2e/a820a579-5710-481b-aeca-c4830a6c0616/Article2.png Blog - Overcoming obstacles with Lean Six Sigma and JASP training 2. Checking the process stability. Next, they create a time series plot. The question becomes “Is the process behaving predictably?” They start paying attention to outliers, instabilities, and patterns in the data. https://images.squarespace-cdn.com/content/v1/6ad66317b92b2354b0eb8c2e/1bfffeef-6161-4325-873d-c210168a74d6/Article+3.png Blog - Overcoming obstacles with Lean Six Sigma and JASP training 3. Stratifying the data. Splitting the data by shift with boxplots or raincloud plots often shows that the problem isn’t everywhere; it’s concentrated. That shifts the team from blaming people to studying the process. In this data set, the evening shift averages 32.5 minutes, compared with 21.3 on the day shift and 15.7 on the night shift, and it has most of the longest waits. https://images.squarespace-cdn.com/content/v1/6ad66317b92b2354b0eb8c2e/0b65e40f-1810-4abb-9bd1-a11a06770977/Article4.png Blog - Overcoming obstacles with Lean Six Sigma and JASP training 4. Studying process capability. Finally, learners compare the process to the 30-minute upper spec limit using process capability analysis. They learn that they should first check for instabilities using a control chart, which is built right into the capability analysis. https://images.squarespace-cdn.com/content/v1/6ad66317b92b2354b0eb8c2e/a8c16e9b-f49a-425c-a21d-ff87b69dd059/Article5.png Blog - Overcoming obstacles with Lean Six Sigma and JASP training The control chart flags several out-of-control points, including two very long evening-shift waits of about 90 and 120 minutes. That’s a teaching moment: until the process is stable, the capability results describe how the process has performed, not what it will reliably do. They already know the data is not normal, so they identify another distribution that fits the data. In this example, a lognormal distribution is an acceptable fit. https://images.squarespace-cdn.com/content/v1/6ad66317b92b2354b0eb8c2e/8d2c16be-8a51-40cf-8b63-110f817ebd1b/Article6.png Blog - Overcoming obstacles with Lean Six Sigma and JASP training Then they see the results: a Ppk of only 0.14, which means about one patient in five waits longer than 30 minutes. Because waiting times are rarely normally distributed, this is a natural moment to discuss non-normal capability, which JASP supports. 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