Applying the DMAIC Steps to Process Improvement Projects

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Applying the DMA Projects: Define-M "roadmap" to imp Director of Six Sigm Parent Category: Artic Category: Articles Published on Thursday Written by Harry Reve Hits: 16427 Project managers, in just abou efficiency and productivity of methodology and tools to stud the best approach is to improv So, it is imperative for project when managing improvement down into three basic element outputs from the process. The a process you simply improve called the “Y” or the “Key Me metrics, also known as the “X X’s is an after-the-fact, reactiv concept that Y is a function of Analyze, Improve and Contro AIC Steps to Process Improve Measure-Analyze-Improve-Co proving processes, by Harry R ma, International Institute fo cle y, 10 January 2013 14:48 er ut any industry, are faced with the challenge o their businesses. To do this, they need to un dy and analyze processes correctly. After all, ve the process that gives you those results. t managers to have a rudimentary understandi t efforts. As shown in the graph above, a proc ts: the inputs to the process, the process unde concept of improvement is quite simple; to im e the inputs and the process itself. To improve easure”, identify, measure and improve the in X’s”. Focusing on the results, the output Y me ve, expensive and inefficient approach to imp f X (Y=f(X 1 , X 2 , …X n ) is at the core of the: D ol; also known as DMAIC, steps. ement ontrol is the Rever, or Learning of improving the nderstand the best to improve results, ing of process thinking cess can be broken er study and the mprove the outputs of e the output, also nputs and process easures instead of the proving results. The Define, Measure,

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Transcript of Applying the DMAIC Steps to Process Improvement Projects

Page 1: Applying the DMAIC Steps to Process Improvement Projects

Applying the DMAIC Steps to Process Improvement Projects: Define-Measure"roadmap" to improving processes, by Harry Rever, Director of Six Sigma, International Institute for Learning

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Parent Category: ArticleCategory: Articles Published on Thursday, 10 January 2013 14:48 Written by Harry Rever Hits: 16427

Project managers, in just about any industry, are faced with the challenge of improving the efficiency and productivity of their businesses.methodology and tools to study and analyze processes correctly.the best approach is to improve the process that gives you those results.

So, it is imperative for project managers to have a rudimentary understanding of process thinking when managing improvement efforts.down into three basic elements:outputs from the process. The concept of improvement is quite simple; to improve the outputs of a process you simply improve called the “Y” or the “Key Measure”, identify, measure and improve the inputs and process metrics, also known as the “X’s”.X’s is an after-the-fact, reactive, expensive and inefficient approach to improving results.concept that Y is a function of X (Y=f(XAnalyze, Improve and Control; also known as DMAIC, steps.

Applying the DMAIC Steps to Process Improvement Measure-Analyze-Improve-Control is t

"roadmap" to improving processes, by Harry Rever, Director of Six Sigma, International Institute for Learning

Article

Published on Thursday, 10 January 2013 14:48 Written by Harry Rever

Project managers, in just about any industry, are faced with the challenge of improving the efficiency and productivity of their businesses. To do this, they need to understand the best methodology and tools to study and analyze processes correctly. After all, to improve results, the best approach is to improve the process that gives you those results.

So, it is imperative for project managers to have a rudimentary understanding of process thinking when managing improvement efforts. As shown in the graph above, a process can be broken down into three basic elements: the inputs to the process, the process under study and the

The concept of improvement is quite simple; to improve the outputs of a process you simply improve the inputs and the process itself. To improve the output, also called the “Y” or the “Key Measure”, identify, measure and improve the inputs and process metrics, also known as the “X’s”. Focusing on the results, the output Y measures instead of the

fact, reactive, expensive and inefficient approach to improving results.concept that Y is a function of X (Y=f(X1, X2, …Xn) is at the core of the: Define, Measure, Analyze, Improve and Control; also known as DMAIC, steps.

Applying the DMAIC Steps to Process Improvement Control is the

"roadmap" to improving processes, by Harry Rever, Director of Six Sigma, International Institute for Learning

Project managers, in just about any industry, are faced with the challenge of improving the To do this, they need to understand the best

er all, to improve results,

So, it is imperative for project managers to have a rudimentary understanding of process thinking graph above, a process can be broken

the inputs to the process, the process under study and the The concept of improvement is quite simple; to improve the outputs of

To improve the output, also called the “Y” or the “Key Measure”, identify, measure and improve the inputs and process

Focusing on the results, the output Y measures instead of the fact, reactive, expensive and inefficient approach to improving results. The

) is at the core of the: Define, Measure,

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The roadmap for improving processes and key measures of a business is a straightforward, easy to understand set of those five steps. DMAIC is an iterativeguidance to improving processes and productivity in the workplace.Sigma practitioners apply the DMAIC steps and appropriate analysis tools under each step, to analyze and improve key metrics of areduced and processes are improved and optimized.errors and increased efficiency and productivity.

The DMAIC steps are the true backbone of any processense, they are easy to understand and they are logical in their sequence.to adequately scope the problem, measure the current performance, analyze the root causes of problems and inefficiency, test and verify improvement recommendations and then implement changes for sustainability over the long haul.days. Improving key measures is something every project manager is going to be faced witsooner or later; therefore, a project manager should be skilled in the art of applying the DMAIC steps to improve results.

Understand the Process and then Measure the Process!

The DMAIC steps work because they are understandable and make sense.applied to any process, any industry, any company to help guide a process improvement team. Before they can be applied, however, the project leader should lead his or her team to scope the problem, perhaps using a Supplier, Input, Process, Outputdiagram as shown below. Using the SIPOC tool can help project managers scope the problem, think in terms of processes, and help the team pinpoint what and where to measure.

The roadmap for improving processes and key measures of a business is a straightforward, easy to understand set of those five steps. DMAIC is an iterative process that gives structure and guidance to improving processes and productivity in the workplace. Project managers and Six Sigma practitioners apply the DMAIC steps and appropriate analysis tools under each step, to analyze and improve key metrics of a business. Metrics are established, variation is studied and reduced and processes are improved and optimized. The result is improved performance, fewer errors and increased efficiency and productivity.

The DMAIC steps are the true backbone of any process improvement initiative.sense, they are easy to understand and they are logical in their sequence. The steps allow a team to adequately scope the problem, measure the current performance, analyze the root causes of

ency, test and verify improvement recommendations and then implement changes for sustainability over the long haul. Process improvement projects are the norm these

Improving key measures is something every project manager is going to be faced witsooner or later; therefore, a project manager should be skilled in the art of applying the DMAIC

Understand the Process and then Measure the Process!

The DMAIC steps work because they are understandable and make sense. applied to any process, any industry, any company to help guide a process improvement

Before they can be applied, however, the project leader should lead his or her team to scope the problem, perhaps using a Supplier, Input, Process, Output, and Customer or SIPOC

Using the SIPOC tool can help project managers scope the problem, think in terms of processes, and help the team pinpoint what and where to measure.

The roadmap for improving processes and key measures of a business is a straightforward, easy process that gives structure and

Project managers and Six Sigma practitioners apply the DMAIC steps and appropriate analysis tools under each step, to

Metrics are established, variation is studied and The result is improved performance, fewer

s improvement initiative. The steps make The steps allow a team

to adequately scope the problem, measure the current performance, analyze the root causes of ency, test and verify improvement recommendations and then implement

Process improvement projects are the norm these Improving key measures is something every project manager is going to be faced with

sooner or later; therefore, a project manager should be skilled in the art of applying the DMAIC

These steps can be applied to any process, any industry, any company to help guide a process improvement

Before they can be applied, however, the project leader should lead his or her team to , and Customer or SIPOC

Using the SIPOC tool can help project managers scope the problem, think in terms of processes, and help the team pinpoint what and where to measure. The SIPOC

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tool helps link metrics to the inputs, the procesthinking.

The SIPOC tool is something that can be done in the Define step of the DMAIC steps.

DEFINE

tool helps link metrics to the inputs, the process, and the outputs thus allowing for the Y=f(X)

The SIPOC tool is something that can be done in the Define step of the DMAIC steps.

s, and the outputs thus allowing for the Y=f(X)

The SIPOC tool is something that can be done in the Define step of the DMAIC steps.

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Essentially the purpose of the Define step is to set your project up for success.are familiar with the things that need elements are accomplished in this step:

• Attain sponsorship for the project.• Establish the project charter and appropriate scope.• Identify stakeholders and team members.• Establish team ground rules.• Plan and conduct a successful kickoff meeting.

Essentially the purpose of the Define step is to set your project up for success.are familiar with the things that need to be done when starting off a project.elements are accomplished in this step:

Attain sponsorship for the project. Establish the project charter and appropriate scope. Identify stakeholders and team members. Establish team ground rules. Plan and conduct a successful kickoff meeting.

Essentially the purpose of the Define step is to set your project up for success. Project managers to be done when starting off a project. Essential project

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In addition to the normal project deliverables listed above, for a project manager would facilitate his or her team in developing an “Aswill help the team not only get on the same page in terms of the process, but also will help the team identify problematic steps iSwim-lanes), can also be useful in identifying nondetermining process measures.

Lastly, the team may require some basic training on the application of theeveryone knows what to do and when to do it.

MEASURE

In addition to the normal project deliverables listed above, for a process improvement effort, the project manager would facilitate his or her team in developing an “As-Is” process map.will help the team not only get on the same page in terms of the process, but also will help the team identify problematic steps in the process. Process maps, or Deployment maps (a.k.a.

lanes), can also be useful in identifying non-value added steps and can be vital in determining process measures.

Lastly, the team may require some basic training on the application of the DMAIC steps so that everyone knows what to do and when to do it.

process improvement effort, the Is” process map. This

will help the team not only get on the same page in terms of the process, but also will help the Process maps, or Deployment maps (a.k.a.

value added steps and can be vital in

DMAIC steps so that

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The Measure step is often a step whichthe biggest mistakes made when trying to improve results is to make decisions based on “gut” feeling, intuition or anecdotal information.facts and data and that is the main goal of the measure step.should:

• Identify and operationally define key metr• Develop a data collection plan.• Conduct a measurement system analysis to verify that the data is accurate.• Stratify the data.

The Measure step is often a step which, unfortunately, is skimmed over by most teams.the biggest mistakes made when trying to improve results is to make decisions based on “gut” feeling, intuition or anecdotal information. Instead, what is imperative is to base decisions on

nd data and that is the main goal of the measure step. In the Measure step, the team

Identify and operationally define key metrics. Develop a data collection plan. Conduct a measurement system analysis to verify that the data is accurate.

, unfortunately, is skimmed over by most teams. One of the biggest mistakes made when trying to improve results is to make decisions based on “gut”

Instead, what is imperative is to base decisions on In the Measure step, the team

Conduct a measurement system analysis to verify that the data is accurate.

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• Establish baseline charts.• Make charts and graphs to help the team better understand what the process is currently

delivering in terms of processing times, errors or defects.

ANALYZE

Establish baseline charts. Make charts and graphs to help the team better understand what the process is currently

in terms of processing times, errors or defects.

Make charts and graphs to help the team better understand what the process is currently

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The Analyze step is all about getting to the rootsolve a problem, people or teams tend to focus on a symptom as opposed to the true root cause of the problem. The tools and techniques in the Analyze step lead project teamimprovement and ascertain what the root cause, or causes, are that are the most important drivers. The Y is a function of X formula is at play in the Analyze step.the process, perhaps using valuecause and effect diagram, to get to what they think are the root causes. Then the team would gather data on the root causes to determine if there is a cause and effect relationship with the problem. Verifying cause and effect is a crucial step in the Analyze phase; a step which many people, unfortunately, skip or simply take for granted based on their opinions.

IMPROVE

Once a team moves through the Define, Measure and Analyze steps, they are now ready to use what they’ve learned about the process to be innovative when solving the problem at hand. Improve is the step where tested, using various experiment or piloting techniques.is verifiable improvement through measurement.was learned in Measure and Analyze, are tested and implemented on a limited basis to determine if there is statistical evidence of sustained improvement.results should become quite clear on a control chart; like the example stakeholders can see the proof of improved performance, they will be more likely to accept and actually implement the team’s recommendations.decision making. Improve is about verification and times, teams make the mistake of thinking they “know” what will work. Thus, they blindly

is all about getting to the root-cause of the problem. Too often when trying to solve a problem, people or teams tend to focus on a symptom as opposed to the true root cause of

The tools and techniques in the Analyze step lead project teamimprovement and ascertain what the root cause, or causes, are that are the most important

The Y is a function of X formula is at play in the Analyze step. A team will analyze the process, perhaps using value-added analysis, statistical analysis, or maybe a fishbone chart, a cause and effect diagram, to get to what they think are the root causes. Then the team

gather data on the root causes to determine if there is a cause and effect relationship with ifying cause and effect is a crucial step in the Analyze phase; a step which many

people, unfortunately, skip or simply take for granted based on their opinions.

Once a team moves through the Define, Measure and Analyze steps, they are now ready to use what they’ve learned about the process to be innovative when solving the problem at

Improve is the step where creative solutions to existing problems can be developed and tested, using various experiment or piloting techniques. The key deliverable in the improve step is verifiable improvement through measurement. The best ideas for improvement, based on what

earned in Measure and Analyze, are tested and implemented on a limited basis to determine if there is statistical evidence of sustained improvement. Once a team improves a process, the results should become quite clear on a control chart; like the example shown above.stakeholders can see the proof of improved performance, they will be more likely to accept and actually implement the team’s recommendations. Improve is about taking the emotion out of

Improve is about verification and validation of recommendations.times, teams make the mistake of thinking they “know” what will work. Thus, they blindly

Too often when trying to solve a problem, people or teams tend to focus on a symptom as opposed to the true root cause of

The tools and techniques in the Analyze step lead project teams to gather clues for improvement and ascertain what the root cause, or causes, are that are the most important

A team will analyze s, statistical analysis, or maybe a fishbone chart, a

cause and effect diagram, to get to what they think are the root causes. Then the team gather data on the root causes to determine if there is a cause and effect relationship with

ifying cause and effect is a crucial step in the Analyze phase; a step which many people, unfortunately, skip or simply take for granted based on their opinions.

Once a team moves through the Define, Measure and Analyze steps, they are now ready to use what they’ve learned about the process to be innovative when solving the problem at

creative solutions to existing problems can be developed and The key deliverable in the improve step

improvement, based on what earned in Measure and Analyze, are tested and implemented on a limited basis to determine

Once a team improves a process, the shown above. When

stakeholders can see the proof of improved performance, they will be more likely to accept and Improve is about taking the emotion out of

validation of recommendations. Often times, teams make the mistake of thinking they “know” what will work. Thus, they blindly

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implement what they think is the best solution without proper testing. The result, more times than not, is that there is no measur

implement what they think is the best solution without proper testing. The result, more times than not, is that there is no measurable or sustainable improvement. implement what they think is the best solution without proper testing. The result, more times

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CONTROL

The real strength of the DMAIC steps is the Control step.work, actually improve the process and results, and then implementation of the improved process doesn’t go smoothly. There is pressure to move on; time isn’t spent on having a smooth transition and the buy-in for full implementationsustaining the improvement realized in the Improve step becomes difficult and sustained improvement is difficult. The purpose of the Control step is to ensure a

successful implementation of the team’s recommendation so that long term success will be attained. The new and improved process will be flowcharted and these new methods will become the newso that any “drift” back to previous results can be monitored and addressed in a proactive

The real strength of the DMAIC steps is the Control step. Too often, teams do a lot of hard work, actually improve the process and results, and then implementation of the improved process

There is pressure to move on; time isn’t spent on having a smooth in for full implementation just isn’t quite there. The result is that

sustaining the improvement realized in the Improve step becomes difficult and sustained The purpose of the Control step is to ensure a

successful implementation of the team’s recommendation so that long term success will be attained. The new and improved process will be flowcharted and these new methods will become the new standard operation procedures. Results will continue to be tracked, so that any “drift” back to previous results can be monitored and addressed in a proactive

teams do a lot of hard work, actually improve the process and results, and then implementation of the improved process

There is pressure to move on; time isn’t spent on having a smooth The result is that

sustaining the improvement realized in the Improve step becomes difficult and sustained

successful implementation of the team’s recommendation so that long term success will be attained. The new and improved process will be flowcharted and these new

standard operation procedures. Results will continue to be tracked, so that any “drift” back to previous results can be monitored and addressed in a proactive

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manner.The Control step is about the transfer of responsibilities and establishing plans for lonterm process control.

MAKING BETTER DECISIONS

Once the DMAIC steps are understood, then managing the process of how to improve resbecomes clear and straightforward.better decision making by helping business leaders ask the right questions to avoiding making knee-jerk reactions. Instead, it encourages an understanding othe DMAIC steps to address as the roadmap to continuous improvement.

manner.The Control step is about the transfer of responsibilities and establishing plans for lon

MAKING BETTER DECISIONS

Once the DMAIC steps are understood, then managing the process of how to improve resbecomes clear and straightforward. If used properly, the following decision tree can lead to better decision making by helping business leaders ask the right questions to avoiding making

jerk reactions. Instead, it encourages an understanding of variation and reinforces the use of the DMAIC steps to address as the roadmap to continuous improvement.

manner.The Control step is about the transfer of responsibilities and establishing plans for lon-

Once the DMAIC steps are understood, then managing the process of how to improve results If used properly, the following decision tree can lead to

better decision making by helping business leaders ask the right questions to avoiding making f variation and reinforces the use of

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In Conclusion

The DMAIC steps are a proven road map for any process improvement project.five steps so they are relatively easy to remember.problems and improving results.certain tools and techniques can be utilized to answer those questions

The DMAIC steps are a proven road map for any process improvement project.teps so they are relatively easy to remember. They offer a structured approach to solving

problems and improving results. There are certain questions to be addressed under each step and certain tools and techniques can be utilized to answer those questions through facts and data.

The DMAIC steps are a proven road map for any process improvement project. There are only They offer a structured approach to solving

There are certain questions to be addressed under each step and through facts and data.

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When the DMAIC steps are properly applied, they offer any project team an organized approach, a structure, to solving key business problems.any industry or with any type of process improvement effort.why they are so powerful. Every team leader should be familiar with, and incorporate, theDMAIC steps into all process improvement projects.

When the DMAIC steps are properly applied, they offer any project team an organized approach, ing key business problems. The DMAIC steps are flexible and can be used in

any industry or with any type of process improvement effort. They just make sense, which is Every team leader should be familiar with, and incorporate, the

DMAIC steps into all process improvement projects.

When the DMAIC steps are properly applied, they offer any project team an organized approach, The DMAIC steps are flexible and can be used in

They just make sense, which is Every team leader should be familiar with, and incorporate, the