book

Design for Six Sigma for Green Belts and Champions: Applications for Service Operations—Foundations, Tools, DMADV, Cases, and Certification

by Ph.D. Howard S. Gitlow, Ph.D. David M. Levine, Ph.D. Edward A. Popovich

June 2006

Intermediate to advanced

720 pages

17h 40m

English

Pearson

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Copyright
Dedicated to our families
Acknowledgments and Thanks
About the Authors
Preface
IntroductionDesign for Six Sigma (DFSS)The DMADV ModelComplexityUnique Aspects of This BookContacting the Authors
I. Design for Six Sigma Basics
1. Foundations of Six Sigma Management
Introduction1.1. Successful Applications of Six Sigma Management1.2. Key Ingredients for Success with Six Sigma Management1.3. Benefits of Six Sigma Management1.4. Fundamentals of Improving a Product, Service, or ProcessProcess Basics (Voice of the Process [VoP])Definition of a ProcessVariation in a ProcessFeedback LoopsDefinition of Quality (Voice of the Customer [VoC])Goal Post View of QualityContinuous Improvement View of QualityDefinitions of Six Sigma Management (Relationship Between VoC and VoP)Non-Technical Definitions of Six Sigma ManagementTechnical Definitions of Six Sigma ManagementThe DMAIC Model for Improvement1.5. Fundamentals of Inventing–Innovating a Product, Service, or ProcessInventionIntroductionDefinitionInventions and HistoryInnovationDefinitionReasons for InnovationEight Methods for Invention and InnovationSimple Examples of the Invention and Innovation ProcessDesign for Six Sigma (DFSS)Fundamental Principles of “Design for Six Sigma”Leverage from Professional Design MethodsThe DMADV Model for Invention and Innovation1.6. What Is New about Six Sigma Management?1.7. Six Sigma in Non-Manufacturing IndustriesSummaryReferences
2. Six Sigma Roles, Responsibilities, and Terminology
Introduction2.1. Roles and Responsibilities in Six Sigma ManagementSenior ExecutiveExecutive CommitteeChampionProcess OwnerMaster Black BeltBlack BeltGreen BeltRoles Are Not Mutually ExclusiveRoles Are Not Necessarily Related to Position in the OrganizationGreen Belt Versus Black Belt ProjectsSupervision Ratios Between the Different Levels of Six Sigma Certification2.2. Technical Terminology of Six Sigma ManagementProcess SigmaSDSA ModelPDSA ModelDMAIC ModelDMADV ModelSummaryReferences
3. Macro Model of Six Sigma Management (Dashboards)
Introduction3.1. Beginning Six Sigma ManagementStarting Six Sigma ManagementEnergy for Transformation to Six Sigma ManagementInitiating Action for Six Sigma ManagementRetaining Outside CounselWindow of Opportunity OpensDevelop a Six Sigma Transformation PlanWindow of Opportunity Begins to CloseImplement the Transformation Plan3.2. Benefits of a Dashboard3.3. Structure of a Dashboard3.4. Components of a DashboardMission StatementKey Objectives (as Measured by Key Indicators)Financial Key ObjectivesProcess Improvement and Innovation Key ObjectivesCustomer Satisfaction Key ObjectivesEmployee Growth and Development Key ObjectivesLeading and Lagging IndicatorsKey IndicatorsAttribute Key IndicatorsMeasurement Key IndicatorsBinary Key IndicatorsList Key IndicatorsGantt Chart Key IndicatorsFlag DiagramsAdditive Flag DiagramNon-Additive Flag DiagramTasks and ProjectsZero Project or TaskIncrease Project or TaskDecrease Project or Task3.5. Example of a Dashboard3.6. Another Example of a Dashboard3.7. Managing with a Dashboard3.8. Project Prioritization for a Dashboard3.9. Management Decides if a Project Team Is Necessary3.10. Types of Six Sigma ProjectsSummaryReferences

II. The Design for Six Sigma (Dfss) Model
4. Define Phase
Introduction4.1. Steps of the Define Phase4.2. Inputs to the Define Phase4.3. Develop the Business Case4.4. Prepare the Opportunity Statement4.5. Develop the Initial Project Objective4.6. Develop the Project Scope4.7. Develop the Project Plan4.8. Develop the Document Control System4.9. Assess the Benefits of the Six Sigma ProjectTaxonomy 1: Cost Reduction Versus Cost AvoidanceTaxonomy 2: Tangible Costs Versus Intangible CostsDormitory Example4.10. Assess the Risks to the Project’s SuccessTechnical Reasons for RiskHuman Factors Affecting RiskTeam Dynamics Affecting RiskPlanning Issues Affecting RiskBusiness Sources of RiskOrganizational and Political Sources of RiskExternal Sources of RiskIdentify Risk ElementsReduce Risk with Risk Reduction Plans4.11. Activate the DFSS Development Team (DT)Team FormationGround Rules4.12. Finalize the Project Objective4.13. Conduct Tollgate Review4.14. Define Phase Tollgate Review (Check Sheet)4.15. Key Outputs of the Define PhaseSummaryReferences
5. Measure Phase
Introduction5.1. Steps of the Measure Phase5.2. Inputs to the Measure Phase5.3. Market SegmentationDefinition5.4. Finding Cognitive Images with Kano Surveys5.5. Convert Cognitive Images into CTQs with Quality Function DeploymentIntroductionRoom 1 in the House of QualityRoom 2 in the House of QualityRoom 3 in the House of QualityRoom 4 in the House of QualityRoom 5 in the House of QualityRoom 6 in the House of QualityRoom 7 in the House of Quality5.6. Select Final Set of CTQs5.7. Develop and Validate a Measurement System for the CTQsConstruct Operational Definitions for CTQsBackgroundEffect of No Operational DefinitionExamples of an Operational DefinitionEstablish the Validity of the Measurement System for Each CTQQuestions to Ask About a Measurement SystemMeasurement System Studies5.8. Develop a Design Scorecard5.9. Review Intellectual Property Issues5.10. Plan to Manage the Risk5.11. Revise the Project Objective, if Necessary5.12. Update the Multi-Generational Product Plan (MGPP)5.13. Conduct Tollgate Review (Check Sheet)5.14. Outputs of the Measure PhaseSummaryReferences5.1. Using Minitab for Gage R&R StudiesGenerating a Gage Run ChartGenerating a Gage R&R Study (Crossed)5.2. Using JMP for Gage R&R Studies
6. Analyze Phase
Introduction6.1. Steps of the Analyze Phase6.2. Inputs of the Analyze Phase6.3. Generate High-Level Design Concepts for Critical ParametersEffort Level Needed to Create Design ConceptsBreaking Down CTQs into CTPsUsing Thinking Habits and Tools for Generating Design ConceptsThinking HabitsThinking ToolsDormitory ExampleUsing TRIZ for Generating Design ConceptsIntroductionBenchmarking for Generating Creative Design Concepts6.4. Investigate Alternative Design Concepts for Each Critical ParameterReducing the Set of Potential Design ConceptsDormitory Example of a Pugh Matrix6.5. Create a Limited Set of Potential High-Level Design Concepts6.6. Assess the Risks of the “Best” Design ConceptSources of RiskPurpose of Risk ManagementMethod 1: Identifying Risk Elements Using FMEAMethod 2: Identifying Risk Elements Using Hazard AnalysisMethod 3: Identifying Risk Elements Using a Risk Abatement Plan6.7. Optimize the Total Life Cycle Cost (TLCC) of the DesignDefinition of Total Life Cycle Cost (TLCC)Relationship Between Design and Total Life Cycle CostUsing TLCC to Reduce the Set of Potential Designs6.8. Develop a Process Model for the Best DesignDefinition of a ModelTypes of ModelsBenefits of a ModelSteps for Developing a Process Model of a DesignStatic Process Models of a DesignFlowchartsIntegrated Flowcharts (also called Deployment Flowcharts)Value-Added/Non-Value-Added Flowcharts (VA/NVA)Value Analysis MatrixLayout FlowchartDynamic Process Models of a DesignDefinition of SimulationAdvantages and Disadvantages of SimulationTypes of Simulation ModelsSteps to Performing a Discrete Event Simulation6.9. Transfer High-Level Design to Process Owner With Design Scorecards6.10. Analyze Phase Tollgate Review (Check Sheet)6.11. Outputs from the Analyze PhaseSummaryReferences
7. Design Phase
Introduction7.1. Steps of the Design Phase7.2. Inputs of the Design Phase7.3. Constructing a Detailed DesignDeveloping Elements of the Detailed DesignIdentifying the Specific Details for CTPs with QFDQFD Methodology FlowMatrix 1Matrix 2QFD Process7.4. Develop Detailed CTPs for CTQs and High-Level CTPsLanguage of CTQs and CTPsFlow-Up CTPsLaw of the Addition of Component Dimension AveragesLaw of the Sums and Differences of Component Dimension AveragesLaw of the Addition of Component Dimension Standard DeviationsLaw of the Average for Created Areas and Volumes for Rectangular ConstructionsLaw of the Standard Deviation for Created Areas and Volumes for Rectangular ConstructionsFlow-Down CTQsBasic Concept of Flow-DownConsequences of Failure to Flow-Down7.5. Create a Comprehensive Set of Detailed CTPs7.6. Operationally Define Each Detailed CTP7.7. Validate the Measurement System for Each Detailed CTP7.8. Establish Baseline Capabilities for Each CTQ and CTPBackgroundCollect and Analyze Baseline Data for Appropriate Detailed CTPsEstimate Process Capability for Appropriate Detailed CTPsAttribute Process Capability StudiesVariables Process Capability StudiesExample of a Variables Process Capability StudyDormitory Example7.9. Conduct a Capacity Analysis7.10. Perform a FMEA of the Detailed CTPs7.11. Constructing Detailed Design Scorecards7.12. Performing Accounting Analysis7.13. Prepare a Control and Verification PlanDormitory Example7.14. Conduct Design Phase Tollgate Review (Check Sheet)7.15. Outputs of the Design PhaseSummaryReferences
8. Verify/Validate Phase
Introduction8.1. Steps of the Verify/Validate Phase8.2. Inputs to the Verify/Validate Phase8.3. Build a Prototype of the Detailed DesignDefinition of PrototypingTraditional Prototyping Methods for Products (Tool and Die)Rapid Prototyping Methods for ProductsDefinitionBenefits of CADBenefits of Rapid PrototypingRapid Prototyping Methods Useful for ServicesScenariosVideographyRole PlayTagging the WhalesBehavioral MappingConsumer JournalStorytellingIntellectual SWOT TeamsGeneral Rules for Rapid Prototyping of Services8.4. Pilot Test the Prototype of the Detailed DesignPurpose of a Pilot TestObjectives of a Pilot TestDevelop a Plan for Pilot Testing the PrototypeHold Pilot Release Readiness ReviewConduct Pilot Test of the Prototype of the Detailed Design8.5. Conduct Design Reviews Using Design Scorecards8.6. Decide Whether or Not to Scale-Up Design8.7. Build and Operate Full-Scale Process8.8. Decide if the Full-Scale Process Is Meeting Business ObjectivesFinancial ObjectivesProcess ObjectivesCustomer ObjectivesEmployee Objectives8.9. Document the Full-Scale ProcessISO 9000 and ISO 14000Generic Table of Contents of an ISO Standard8.10. Transition Full-Scale Process to Owners with a Control Plan8.11. Conduct Verify/Validate Phase Tollgate Review (Check Sheet)8.12. Close the DMADV Project8.13. Transfer the Lessons Learned from the ProjectIntroductionPerceived Attributes of InnovationsRelative AdvantageCompatibilityComplexityTrialabilityObservabilityAdopter CategoriesInnovation-Decision ProcessRate of AdoptionDemand and Supply FactorsOrganizational FactorsAn Alternative Measure for Rate of AdoptionA Demand-Based Diffusion StrategyIntroductionPreparing the Infrastructure for a Diffusion PlanDeveloping a Demand-Based Diffusion PlanExecuting a Demand-Based Diffusion StrategyA Demand- and Supply-Based Diffusion StrategySupply FactorsOrganizational FactorsConsider the Diffusion of a Design Throughout the Entire DMADV Model8.14. Outputs of the Verify/Validate PhaseSummaryReferences
III. Design for Six Sigma Tools and Methods
9. Basics of Statistical Studies
9.1. Statistics and Design for Six Sigma9.2. Enumerative and Analytic StudiesDistinguishing Enumerative and Analytic Studies9.3. Types of Variables9.4. Operational DefinitionsSummaryReferences9.1. Introduction to Minitab Version 14Minitab OverviewUsing Minitab WorksheetsOpening and Saving Worksheets and Other ComponentsPrinting Worksheets, Graphs, and Sessions9.2. Introduction to JMP Version 6JMP OverviewUsing JMP Data Tables
10. Design of Experiments
Introduction10.1. Design of Experiments: Background and Rationale10.2. Two-Factor Factorial Designs10.3. 2k Factorial Designs10.4. Fractional Factorial DesignsChoosing the Treatment CombinationsSummaryReferences10.1. Using Minitab for the Design of ExperimentsTwo-Way ANOVAMain Effects PlotInteraction PlotFactorial DesignFractional Factorial Design10.2. Using JMP for the Design of ExperimentsTwo-Way ANOVAFactorial DesignFractional Factorial Design
11. Multiple Regression
Introduction11.1. Review of Simple Linear RegressionIntroductionDetermining the Simple Linear Regression EquationMeasures of VariationThe Coefficient of DeterminationThe Coefficient of CorrelationStandard Error of the EstimateAssumptionsResidual AnalysisInferences About the Slope11.2. Developing the Multiple Regression ModelInterpreting the Regression CoefficientsPredicting the Dependent Variable Y11.3. Coefficient of Multiple Determination and the Overall F TestCoefficients of Multiple DeterminationTest for the Significance of the Overall Multiple Regression Model11.4. Residual Analysis for the Multiple Regression Model11.5. Inferences Concerning the Population Regression CoefficientsTests of HypothesisConfidence Interval Estimation11.6. Using Dummy Variables and Interaction Terms in Regression Models11.7. Collinearity11.8. Model BuildingThe Stepwise Regression Approach to Model BuildingThe Best-Subsets Approach to Model BuildingModel Validation11.9. Logistic RegressionSummaryReferences11.1. Using Minitab for Multiple RegressionGenerating a Multiple Regression EquationUsing Minitab for a Three-Dimensional PlotUsing Minitab for Dummy Variables and InteractionsUsing Minitab for Stepwise Regression and Best-Subsets RegressionUsing Minitab for Logistic Regression11.2. Using JMP for Multiple RegressionGenerating a Multiple Regression EquationUsing JMP for Dummy VariablesUsing JMP for InteractionsUsing JMP for Stepwise Regression and All Possible RegressionsUsing JMP for Logistic Regression
12. Additional Tools and Methods
Introduction12.1. BrainstormingProcedureRulesExample12.2. Affinity DiagramConstructionExample12.3. Cause-and-Effect Diagram and MatrixConstructionConstructing a Cause-and-Effect Diagram Using an Affinity Diagram12.4. Check SheetsAttribute Check SheetMeasurement Check SheetDefect Location Check Sheet12.5. StratificationStratification and Pareto DiagramsStratification and Cause-and-Effect (C&E) DiagramsStratification with Pareto Diagrams and Cause-and-Effect DiagramsStratification with Control Charts, Pareto Diagrams, and Cause-and-Effect DiagramsOther Combinations of Tools for Stratification12.6. Gantt ChartConstructionSummaryReferences12.1. Using Minitab for the Cause-and-Effect Diagram12.2. Using JMP for the Cause-and-Effect Diagram
13. Discrete Event Simulation Models
Introduction13.1. What Is Simulation?13.2. Applications of Simulation13.3. Why Use Simulation Modeling?13.4. Advantages of Simulation13.5. Precautions When Using Simulation13.6. Pitfalls of Simulation Models13.7. Simulation TerminologyDefinition of a SystemSystem Performance MeasuresDiscrete Event Simulation Versus Continuous SimulationStochastic Versus Deterministic SimulationStatic Versus Dynamic ModelsSteady-State Simulations Versus Terminating SimulationsWarm-Up PeriodModel Verification and ValidationRandom Numbers, Seeds, and StreamsModel Run and Independent Model ReplicationCommon Distributions Used in Simulation13.8. How Discrete Event Simulation WorksBasicsModel BuildingPerforming ExperimentsOutput Analysis13.9. Simulation Project ManagementProject DefinitionProblem DefinitionData DefinitionModel DefinitionExperimentationOutput AnalysisImplementation13.10. Optimizing a Process Using Design of Experiments From SimulationsIntroductionSetting Up a 2k Full Factorial ExperimentAnalyzing 2k Full Factorial Experiments13.11. Service Industry Application Using the SigmaFlow Software PackageIntroductionA Service Industry ApplicationAssumptionsPerformance MeasuresBuilding the ModelDefining the Data for Individual ObjectsSetting the Simulation ClockRunning the ModelCollecting ResultsResults SummaryObservationsSummaryReferences
14. Articulating the Voice of the Stakeholder
Introduction14.1. Market SegmentationDefinitionSegmentation CriteriaSegmentation VariablesConsumer Market SegmentsBusiness Market SegmentsIndirect Market SegmentsMarket Segmentation StrategiesMarket Profile AnalysisMarket Segmentation Methods14.2. Kano SurveysIntroductionLevel A Survey—Improved or Less Expensive DesignsLevel B Survey—Major New Features of Existing DesignsSTAGE ONE: Collect “Voice of the User” (VoU) and “Voice of the Customer” (VoC) DataSTAGE TWO: Analyze “Voice of the User” and “Voice of the Customer” DataSTAGE THREE: Develop New FeaturesSTAGE FOUR: Evolve Strategies for New FeaturesLevel C Survey—Entirely New DesignsIntroductionSTAGE ONE: Collect “Voice of the People” (VoP) DataSTAGE TWO: Analyze Circumstantial IssuesSTAGE THREE: Develop Features of New ProductSTAGE FOUR: Decide Strategic ThemesSummaryReferences
15. Enhancing Creativity to Develop Alternative Designs
Introduction15.1. Using De Bono’s Thinking Habits and Tools to Generate Alternative Design ConceptsSummary15.2. Using TRIZ to Generate Alternative Design ConceptsIntroduction40. Inventive Principles of TRIZ with Service ExamplesPrinciple 1—SegmentationPrinciple 2—Taking OutPrinciple 3—Local QualityPrinciple 4—AsymmetryPrinciple 5—MergingPrinciple 6—UniversalityPrinciple 7—“Nested Doll”Principle 8—Anti-WeightPrinciple 9—Preliminary Anti-ActionPrinciple 10—Preliminary ActionPrinciple 11—Beforehand CushioningPrinciple 12—Equi-PotentialityPrinciple 13—The Other Way RoundPrinciple 14—Spheroidality—CurvaturePrinciple 15—DynamicsPrinciple 16—Partial or Excessive ActionsPrinciple 17—Another DimensionPrinciple 18—Mechanical VibrationPrinciple 19—Periodic ActionPrinciple 20—Continuity of Useful ActionPrinciple 21—SkippingPrinciple 22—”Blessing in Disguise” or “Turn Lemons into Lemonade”Principle 23—FeedbackPrinciple 24—IntermediaryPrinciple 25—Self-ServicePrinciple 26—CopyingPrinciple 27—Use Cheap Replacement EventsPrinciple 28—Substitution for Mechanical MeansPrinciple 29—Pneumatics and HydraulicsPrinciple 30—Flexible Shells and Thin FilmsPrinciple 31—Porous MaterialsPrinciple 32—Color ChangesPrinciple 33—HomogeneityPrinciple 34—Discarding and RecoveringPrinciple 35—Parameter ChangesPrinciple 36—Phase TransitionsPrinciple 37—Thermal ExpansionPrinciple 38—Strong OxidantsPrinciple 39—Inert AtmospherePrinciple 40—Composite Materials39. Contradictions of TRIZConclusion15.3. Using Benchmarking to Generate Alternative Design ConceptsSummaryReferences15.1. Full Contradictions Matrix
16. Professional Interpersonal Behavior Skills, Team Behavior Skills, and Six Sigma Management
Introduction16.1. Professional Interpersonal Behavior SkillsAssertive BehaviorSTEP ONE: Identify Situations in Which You Exhibit Passive or Aggressive BehaviorSTEP TWO: Prepare Contingency Plans That Utilize Assertive Behavior to Deal with Your Most Common Types of Unassertive EpisodesSTEP THREE: Practice Giving Assertive Responses to Your Most Common Types of Unassertive or Aggressive EpisodesSTEP FOUR: Use Assertive Behavior in Actual Unassertive or Aggressive Episodes“I” MessagesSTEP ONE: Understand the Proper Use of an “I” MessageSTEP TWO: Seek Out Situations in Which You Can Use “I” MessagesSTEP THREE: Practice Using “I” MessagesCreating “No Lose” or “Win-Win” Solutions to ConflictsSTEP ONE: View the Participants in the Conflict as Equals Trying to Solve a Problem to Their Mutual AdvantageSTEP TWO: Identify the Viewpoints of All Participants of the ConflictSTEP THREE: Develop Alternative Solutions for the Conflict That Result in “Win-Win” Situations, or at Least a “No Lose” SituationsSTEP FOUR: All Participants in the Conflict Review the “Win-Win” Solutions, or Negotiate the Differences in Their Solutions to Create “No Lose” Solutions, to the ConflictSTEP FIVE: Avoid the Common Pitfalls of “No Lose” SolutionsSTEP SIX: Try Out the “Win-Win” Solution, or the “No Lose” Solution, for a Limited Time Period16.2. Professional Team Behavior SkillsPsychology of TeamsStages in the Life of TeamsIndividual Versus Team Decision MakingBuilding a Successful Six Sigma Project TeamCharacteristics of a Team LeaderGuidelines for Reacting to Team ProblemsCreative Techniques to Resolve Team Problems16.3. Product Development Team BasicsConcurrent EngineeringPrinciplesBenefitsModel of Concurrent EngineeringSpecific Issues of Product Development Teams (PD Teams)Management Reviews of Six Sigma Team ProjectsVariation AnalysisSummaryReferences
IV. Design For Six Sigma Case Study
17. Six Sigma DMADV Case Study
Introduction17.1. Background17.2. Define Phase17.3. Measure PhaseSTAGE ONE: Collect “Voice of the User” and “Voice of the Customer” DataSTAGE TWO: Analyze “Voice of the Stakeholder” DataSTAGE THREE: Develop New FeaturesStage Four: Evolve Strategies for New FeaturesSelect Final Set of CTQsDevelop a Design ScorecardReview Intellectual Property Issues17.4. Analyze PhaseIntroductionPart 1: Design Generation (Generating Design Concepts for Critical Parameters)Part 2: Design Analysis (Alternative Design Concepts for Critical Parameters)Student levelFaculty levelEmployers levelPart 3: Risk Analysis (Assessing Risk of the “Best” Design Concept)Optimizing the Total Life Cycle Cost (TLCC) of the DesignPart 4: Design Model (Develop a High-Level Model for the Design)17.5. Design PhaseIdentify the Detailed CTPs Using QFDCreate Operational Definition for Each CTQ and CTPEstimate the Risks of the Detailed DesignDevelop a Detailed Design Scorecard for the Detailed DesignConduct an Accounting Analysis of the Detailed DesignMistake-Proof the Detailed DesignConduct a Tollgate Review of the Design PhasePrepare a Control and Verification Plan17.6. Verify/Validate PhaseBuild a Prototype of the Detailed DesignPilot Test the Prototype of the Detailed DesignConduct Design Reviews Using Design ScorecardsDecide Whether or Not to Scale-Up DesignBuild and Operate Full-Scale ProcessDecide if Full-Scale Process Is Meeting Business ObjectivesDocument the Full-Scale ProcessTransition Full-Scale Process to Owners with a Control PlanClose the DMADV ProjectTransfer the Lessons Learned from the ProjectSummary
V. Design for Six Sigma Certification
18. DFSS Champion and Green Belt Certification at the University of Miami
Introduction18.1. Certification at the University of Miami18.2. DFSS Certification Examinations18.3. Costs for DFSS Certification Examinations18.4. Application Process18.5. Sample DFSS Certification Examination Review Questions With Answers18.6. DFSS Green Belt ProjectSummary
A. Summation Notation
References
B. Statistical Tables
C. Documentation of Data Files

Overview

Most Six Sigma books are targeted at manufacturers, and don't reflect the unique implementation challenges service companies face. This book fills the gap. Using its practical, start-to-finish guidance, service company teams can utilize Six Sigma to drive powerful bottom-line benefits. The authors systematically introduce the management foundation required to implement Six Sigma successfully. Readers will discover how to lead teams to achieve results in shorter time frames, and present projects to executives concisely and effectively. This book thoroughly covers every stage of the DMADV Design for Six Sigma® Management improvement model: Define, Measure, Analyze, Design, and Verify/Validate. Outputs from Minitab, JMP, and SigmaFlow are illustrated and provided on CD-ROM and through downloadable date sets and templates.

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