the dmaic method -road map
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Road MapTRANSCRIPT
The DMAIC Method -Road Map
Why Use an Improvement Method?
An Improvement Method:
– Provides a framework.– Provides a common
language.– Provides a checklist
to prevent you from skipping critical steps.
– Allows you to improve how you improve.
Overview of the DMAIC Method
Step 1: Define• Goal– Define the project’s purpose
and scope and get background on the process and customer
• Output– A clear statement of the
intended improvement and how it is to be measured
– A high-level map of the process
– A list of what isimportant to thecustomer
Define: Approach
Develop Business Case and
Team Charter
Map the current process
Listen to the Voice of the Customer
Elements of a Team Charter– Purpose– Importance– Scope (focus and direction)– Deliverables– Measures (indicators)– Resources accessible
to the team
Work as a Process
– Applies to all kinds of work, whether repetitive in nature or “one-of-a-kind.”– Having a high-level view of a process helps
• to define project boundaries (starting and ending points).• to describe where to collect data.
S U P P L I ER S
C U S T O M E R S
OutputsInputs Process
Translating VOC into CTQs
• (CTQ = Critical to Quality)
need
VOC CTQ Tree
I want
CTQ
CTQ
CTQ
CTQ
CTQ
CTQ
CTQ
CTQ
Step 2: Measure• Goal– Focus the
improvement effort by gathering information on the current situation
• Output– Data that pinpoints problem
location or occurrence– Baseline data on current
process sigma– A more focused problem
statement
Data
Sampling
Gage R&R
PatternsCapability
Measure and DMAIC• Links
– You should have a solid project definition from Define (Step 1).– In this step, you’ll collect data to provide a factual
understanding of what now happens in the process you are working to improve.
– This data will provide the basis for Analyze (Step 3).
Measure: Approach
Collectbaselinedata ondefects
andpossiblecauses
Develop a Sampling Strategy
Analyze patterns in data
Determine process
capability
Validate your
measurement system using
Gage R&R
Data Collection Plan
Operational Definition and Procedures
Data Collection Plan Project:What questions do you want to answer?
DataWhat Measure type/
Data typeHow measured Related conditions
to record2Sampling notes How/where recorded
(attach form)
NOTES1) Be sure to test and monitor
any measurement procedures/ instruments.
2) “Related factors” are stratification factors or potential causes you want to monitor as you collect data
How will you insure consistency and stability? What is your plan for starting data collection? (attach details if necessary)
How will the data be displayed? (Sketch below)
Round 2
– Collect end-of-round Performance Data
– Produce Histogram and Run Chart
– Calculate Sigma
Step 3: Analyze
• Goal– Identify deep
causes and confirm them with data
• Output– A theory that has
been tested and confirmed
DoEIMPROVE
Analyze and DMAIC• Links
– The data from Measure (Step 2) should help you focus on specific aspects of the problems you’ve identified.
– Here you’ll develop theories about causes of those problems and verify them with data.
– Design experiments and optimize them.– The verified causes will form the basis for
solutions in Improve (Step 4).
Analyze: Approach
Develop afocused problem
statement
Process Doorversus
Data Door
Organizepotentialcauses
HypothesisTesting andRegression
Analysis
Design ofExperiments
and ResponseSurface
Cause-and-Effect Diagram
Causes grouped by relationship
to each other
Arrows indicate the direction of
potential cause-and-
effect
Potential causes at lower level
would contribute to cause at next
level up
Narrowly defined problem forms
head of the fish; causes listed on
the diagram should potentially contribute to this
problem
One “spine” leads into head (problem
statement). Contributing causes are arranged on smaller and
smaller “bones.”
Power Bulb
Plug/Cord Lamp
Lamp Doesn’tTurn On
Switch Broken
SwitchMissing
No Contact
Corroded
Vandal
Cord Cut
Chewed by Dog
Not Plugged In
Assembly error
Missing
LooseIs Bill Paid?
Is Current On?
OldBurnedOut
Broken
Replace Bulb
Storm
Power Outage
Power Plant Failure
Circuit Breaker
No HouseCurrent
Unpaid Bill Wall Switch Turned Off
High humidity
Value-Added and Nonvalue-Added Steps
• Value-added step:– Customers are willing to pay for it– It physically changes the product– It’s done right the first time
• Non-value-added step:– Not essential to produce output– Does not add value to the output– Includes:
• Defects, errors, omissions • Preparation/setup, control/inspection• Over-production, processing,
inventory• Transporting, motion, waiting, delays
Value Analysis Matrix• You can track specific types of nonvalue-added time with a value-analysis
matrix. This helps clarify not only the types of waste present in the process, but also the percentage of the overall process each nonvalue-added step adds.
Process Step
Time (Hours)
Value-Added
Non-value-added
Fixing errors
Control/Inspection
Delay
Prep/Set-up
Transporting/Motion
Total
1 2 3 4 5 6 7 8 9 10 Total %Total
12 10 1 10 20 6 10 1 10 20 100 100%
4
8
48
22
100
18
4%
8%
48%
22%
18%
100%
Step 4: Improve• Goal– Develop, try out,
and implement solutions that address root causes
• Output– Identification of
planned, tested actions that should eliminate or reduce the impact of the identified root causes
Solutions
FMEA
Pilot
Imple
men-
tation
IMPROVE
Improve and DMAIC• Links
– Start from the verified causes identified in Analyze (Step 3).
– Decide whether to do iterative improvement/ fundamental redesign.
– Develop and implement solutions specifically targeted at those verified causes.
– Draft and execute implementation plans.– Plan how you will evaluate results in Control (Step
5).
Improve: Approach
Generate,evaluate,
and selectsolutions to
identifiedroot causes
Generate,evaluate,
and selectsolutions to
identifiedroot causes
Assessand pilotsolutions
Assess risksand pilotsolutions
Developimplementation
plans
Developimplementation
plans
Constraints for Round 3 Changes
– No customer changes
– Same headcount
– No flat-rate pricing (pricing structure does not change)
– No new technology
– You must pilot
To do
– Brainstorm possible solutions
– Design new process
– Pilot
Round 3
– Collect end-of-round Performance Data
– Produce Histogram
– Calculate Sigma
Step 5: Control• Goal– Use data to evaluate both the
solutions and the plans
– Validate that all changes adhere to all operating company change control, GMP, and compliance requirements
– Maintain the gains by standardizing processes
– Outline next steps for on-going improvement
• Output– Before-and-After analysis– Monitoring system– Completed documentation
of results, learnings, and recommendations
Control
Standardize
DocumentMonitorEvaluate
Closure
IMPROVE
Control and DMAIC
• Links– Many times, however, a solution doesn’t quite
meet expectations, and you may have to jump back to Define (Step 2), Measure (Step 3), or Improve (Step 4) to rethink certain aspects of your project.
– In this step, you take the methods that proved effective in Improve (Step 4), review your work from all the previous steps, document your achievements, identify remaining gaps, and communicate the final status to the rest of the organization.
Control: Approach
Quality Control & Process Change
Management
Quality Control & Process Change
Management
Standardize andDocumentEffectiveMethods
Standardize andDocumentEffectiveMethods
EstablishOngoingProject
Monitoring
EstablishOngoingProject
Monitoring
EvaluatingResults
EvaluateResults
Hand Off,Summarize KeyLearnings and
Draft Future Plans
Hand Off,Summarize KeyLearnings and
Draft Future Plans