Six Sigma Simplicity Overview of DMAIC A Systematic Framework for Problem Solving 1 2 3 4 5 DEFINE...
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Transcript of Six Sigma Simplicity Overview of DMAIC A Systematic Framework for Problem Solving 1 2 3 4 5 DEFINE...
Six Sigma Simplicity
Overview of DMAICA Systematic Framework for Problem Solving
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DEFINE
MEASURE
ANALYZE
IMPROVE
CONTROL
Organization:Name:Date:
Six Sigma Simplicity
Why Use an Improvement Method?
– Provides a framework– Provides common language– Provides a checklist to prevent
skipping critical steps– Allows you to improve how you
improve
Six Sigma Simplicity
Overview of DMAIC
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4
5DEFINE
MEASURE
ANALYZE
IMPROVE
CONTROL
Six Sigma Simplicity
1
2
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5DEFINE
MEASURE
ANALYZE
IMPROVE
CONTROL
DEFINE: Define the Project
• Goal– Define the project’s
purpose and scope and get background on the process and customer
– Understand current situation• Output
– A clear statement of the intended improvement and how it is to be measured
– A high level map of the process– A translation of the “Voice of the
Customer” into “Critical To Quality”– What is the objective?
Six Sigma Simplicity
DEFINE, cont.
Identify Key
Players
Identify Key
Players
Stake-holder
Analysis
Stake-holder
Analysis
Create CharterCreate Charter
Map the Process
Map the Process
Voice of the
Customer
Voice of the
Customer
Approach
Six Sigma Simplicity
DEFINE, cont.
• Tools
– Charter (Passport) to proceed
– Link to Business needs
– High-level flow analysis depicting the major components of your process
S U P P L I ER S
C U S T O M E R S
OutputsInputs Process
Charter
Purpose:
Importance:
Resources:
Scope:
Schedule:
____
____
____
Six Sigma Simplicity
DEFINE, cont.
• Tools– Customer research
such as interviews, focus groups, surveys, complaints, data
– Pareto chart(s) depicting why this project is important to the customer
Pareto Chart of Customer Priorities
10
20
30
40
50
60
70
80
Correct information
Timely Response
Friendly staff
Price Other
# o
f p
rob
lem
s90
100
110
120
130
140
150
Six Sigma Simplicity
MEASURE: Understand the Current Situation
• Goal– Focus the improvement
effort by gathering specific information
• Output– Data that pinpoints problem
location or occurrence– Baseline data on how well the
process meets customer needs– Understanding of how current
process operates– More focused problem statement
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DEFINE
MEASURE
ANALYZE
IMPROVE
CONTROL
Six Sigma Simplicity
MEASURE, cont.
Approach
Collect baselinedata on defects
and possiblecausal factors
Plot defect dataover time and
analyze forspecial causes
Calculate process
capability
Create & stratify
frequency plots and do Pareto
analysis(if appropriate)
Create detailed process maps
Six Sigma Simplicity
MEASURE, cont.
• Tools– Process behavior charts
or time plots help you look for patterns over time (variation)
– Frequency plots reveal differences in how often a problem occurs in different settings
0
1000
-1000
10 20 30
UCL
X
LCL
Manufacturing
Service
Government
Six Sigma Simplicity
MEASURE, cont.
• Tools– Pareto charts
used to stratify the indicator into its major contributors A C D
Components of the problem
A1 A2 A3 A4
Problem Statement“We’ve pinpointedwhere a specific problem occurs mostoften. Biggest payback will come from focusing our attention here.”
Subcomponents of Problem A
B
Six Sigma Simplicity
MEASURE, cont.
• Tools– Process sigma calculations
that describe current process capability
– Flowcharts that depict process problems (such as steps that don’t add value)
1. Determine number of defect opportunities O = per unit
2. Determine number of units processed N =
3. Determine total number of defects D = made (include defects made and later fixed)
4. Calculate Defects Per Opportunity DPO= =
5. Calculate Yield Yield = (1-DPO) x 100 =
6. Look up Sigma in the Process Sigma Table Process Sigma =
D
N x O
1
5000
250
.05
95%
3.2
Value-Added Cost-Added Only
Six Sigma Simplicity
ANALYZE: Investigate to Identify Causes
• Goal– Identify root causes
and confirm them with data
• Output– A theory that has been
tested and confirmed
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DEFINE
MEASURE
ANALYZE
IMPROVE
CONTROL
Six Sigma Simplicity
ANALYZE, cont.
Approach
Develop a focused problem
statement
Brainstorm potential
causes
Use statistical
methods to quantify
cause-effect relationship
Collect dataOrganize potential causes
Six Sigma Simplicity
ANALYZE, cont.
• Tools– Cause-and-effect
diagrams or other tools that show potential causes
– Tree diagram
Problem Statement
“Here is a clear,
specific problem.”
“Effect”Cause
Cause
Verify Root Causes
Experiment
Trial implement
Collect additional data
Receivers are out of office
for lunch
Back-up’s don’t know
job well
Why?
Why?
Policy to only do phones at lunch as
back-ups
Why?
Job training not a priority; seen as a
cost
Why?
Why?
Back-up’s take longer
to make connections
No lunch coverage policy
Receivers are out of office
Less practice
No job aids
No job aids
High Turnover
No training
No job aids in administration
areas
No job aids in administration
areas
No lunch coverage policy
Newest employees get this job
No recognition of training needs
No training for managers in process
improvement
Assume coverage not needed
No system to ID training needs
Perceive the job as simple
No one likes the job
No job flexibility plan
Job training not a priority; seen as a
cost
Job training not a priority; seen as a
cost
Serving customers not a priority
Management doesn’t know job
Difficult, stressful job
Job training and development not
a priority
Too long to connect calls during lunch hour
No training for managers in process
improvement
AH-011
Six Sigma Simplicity
ANALYZE, cont.
• Tools– Scatter plots that show the
relationship between two variables can help verify causal relationships
– Stratified frequency plots can also confirm patterns
Y
X
Time With Customer (in minutes)
Made the Sale
Did Not Make the Sale
5 10 15 20 25 30 35 40 45 50 55 60 >60
5 10 15 20 25 30 35 40 45 50 55 60 >60
Made the sale
Did not make the sale
Six Sigma Simplicity
IMPROVE: Implement Solutions & Evaluate Results
• Goal– Develop, try out, and implement
solutions that address root causes– Use data to evaluate both the
solutions and the plans used to carry them out
• Output– Planned, tested actions that
eliminate or reduce the impact of the identified root causes
– Before and After data analysis that shows how much of the initial gap was closed
– A comparison of the plan to actual implementation
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DEFINE
MEASURE
ANALYZE
IMPROVE
CONTROL
Six Sigma Simplicity
IMPROVE, cont.Approach
Brainstorm many possible
solutions to identified
root causes
Select solution(s) Develop plan(s) Pilot plan(s)
Implement plan(s)
Quantify results
Evaluate the benefits of the improvement
Six Sigma Simplicity
IMPROVE, cont.
• Tools– Prioritization matrix
– Responsibility chartWhat Outcome Who When
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3
2
4
5
ProblemRoot
CauseCounter- measure
Six Sigma Simplicity
IMPROVE, cont.• Tools
– Gantt chart
Reduce Call Transfers
Update extension lists
ID
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2
3
4
5
6
7
8
9
Dept supv. update job responsibility lists
Mark responsibilities on phone ext. list
Update names and extension numbers
Revise auto-attendant
Assemble team
Examine data
Decide what options should be given
Pilot and test new language
Task Name 5/31 6/7 6/14 6/21MAY JUNE
6/28
Calvin, Max, Sheryl
Maria
Maria
Calvin
Team, TBD
Team, TBD
Six Sigma Simplicity
IMPROVE, cont.
• Tools– Process behavior
charts or time series plots showing both past and present performance of the indicator
– Revised Pareto chart from MEASURE that confirms reduction of the root causes
} Improvement
Before After
A1 A2 A3 A4 A2 A1 A3 A4
Before After
Changesimplemented
} Improvement
Target} Remaining Gap
Good
Time
Six Sigma Simplicity
IMPROVE, cont.
• Tools– Revised Process performance calculations showing new
process capability (sigma)
1. Determine number of defect opportunities O = per unit
2. Determine number of units processed N =
3. Determine total number of defects D = made (include defects made and later fixed)
4. Calculate Defects Per Opportunity DPO= =
5. Calculate Yield Yield = (1-DPO) x 100 =
6. Look up Sigma in the Process Sigma Table Process Sigma =
D
N x O
1
5000
250
.05
95%
3.2
Old New
1
5500
103
.02
98%
3.6
Six Sigma Simplicity
CONTROL: Standardize & Make Future Plans
• Goal– Maintain the gains by MISTAKE PROOFING and standardizing work methods or processes– Anticipate future improvements
and preserve the lessons fromthis effort
• Output– Documentation of the new method– Training in the new method– A system for monitoring its
consistent use and for checking the results– Completed documentation and communication
of results, learnings, and recommendations
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MEASURE
ANALYZE
IMPROVE
CONTROL
Six Sigma Simplicity
CONTROL, cont.
Approach
Develop and document standard practices
TrainSummarize and communicate
learnings
Build process for updating procedures
Perform ongoing
monitoring
Make recommen-dations for
future plans
Six Sigma Simplicity
CONTROL, cont.
• Tools– Process management
– “Conspicuous standards” that make new methods obvious
Act Standard-ize
Check Do
TrainingCurriculum
TrainingManual
Fill to here
Warn ing
Sy s tem
– Training
Six Sigma Simplicity
CONTROL, cont.
• Tools– Process Management
Chart
– Self-Audit
Work Instructions
Control/Check Points Response to Abnormality
NotesCode #Charac-teristics
ControlLimits Method Who
ImmediateFix
Permanent Fix
WhoFlowchart
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Product Name
Process Name
Process Code #
Date of Issue: Issued by: Approved by:
Revision Date Reason Signature
1
Question:
Knowledge/Understanding
No (Never)
Mostly No
Some-times
Mostly Yes
Yes (Always)
1. Have the performers seen the written procedure?
2. Are the performers literate in the language of the procedure?
3. Do the performers have a common understanding of the words in the procedure?
Six Sigma Simplicity
CONTROL, cont.
• Tools– Report /
Storyboard
Plan
DoCheck
Act
Learnings
Recommendations
Results
• • •
next
– PDCA
Six Sigma Simplicity
DMAIC Review
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DEFINE
MEASURE
ANALYZE
IMPROVE
CONTROL