Tools in DMAIC

DMAIC (Define-Measure-Analyze-Improve-Control)

Using DMAIC to Improve Service Processes

No matter how you approach deployingimprovement teams in your organization, they willall need to know what is expected of them. That iswhere having a standard improvement modelsuch as DMAIC (Define-Measure-Analyze-Improve-Control) is extremely helpful. It providesteams with a roadmap. DMAIC is a structured,disciplined, rigorous approach to processimprovement consisting of the five phasesmentioned, where each phase is linked logically tothe previous phase as well as to the next phase.

There are many resources that describe the DMAICprocess. Our purpose here is to focus on specialconsiderations for using the Lean Six Sigma DMAICprocess in a service environment, including bothmethods and tools that are particularly helpful aswell as hints on how to model the people side ofeach phase.

Elements of Define (DMAIC)Elements of Measure (DMAIC)Elements of Analyze (DMAIC)Elements of Improve (DMAIC)Elements of Control (DMAIC)Process Simulation and ModelingDifference Between DMAIC and Design For Six Sigma (DFSS)

Elements of Define (DMAIC)

Key Concept

The tools most commonly used in the Definephase are:

� Project Charter

� Stakeholder Analysis

� Suppliers, Inputs, Process, Output, and

Customers (SIPOC) Process Map

� Voice of the Customer

� Affinity Diagram

� Kano Model

� Critical-To-Quality (CTQ) Tree

The first phase is Define. During the Definephase, a team and its sponsors reachagreement on what the project is and what itshould accomplish. Presuming that a draft ofthe Project Charter is already in place, themain work in the Define phase is for theproject team to complete an analysis of whatthe project should accomplish and confirmunderstanding with the sponsor(s). Theyshould agree on the problem, whichcustomers are affected, and how the currentprocess or outcomes fail to meet theircustomers’ needs through "Voice of theCustomer or Critical-To-Quality (CTQ)." Theoutcome of the Define phase is:

� A clear statement of the intended improvement (Project Charter)

� A high-level map of the Processes (SIPOC)� A list of what is important to the customer (CTQ)� An understanding of the project's link to corporate

strategy and its contribution to ROIC

The tools most commonly used in the Define phase are:

� Project Charter� Stakeholder analysis� Suppliers, Inputs, Process, Output, and

Customers (SIPOC) process map� Voice of the Customer� Affinity Diagram� Kano Model� Critical-To-Quality (CTQ) tree

The following sections provide a briefdescription of the above tools and techniques.

Project Charter

The charter is a contract between theorganization’s leadership and the project teamcreated at the outset of the project. Its purposeis:

� To clarify what is expected of the team� To keep the team focused� To keep the project and team aligned with

organizational priorities� To transfer the project from the champion to

the teamBack to Define Tools

Stakeholder Analysis

A DMAIC project will require a fundamental change in theprocess. In an effort to mitigate the resistance to changewhen the improvement is implemented, it is crucial to identifythe stakeholders early on, and to develop a communicationplan for each of them. Typical stakeholders includemanagers, people who work in the process under study,upstream and downstream departments, customers,suppliers and finance. Regular communication can createmore buy-in, identify better solutions, and avoid pitfalls.Back to Define Tools

SIPOC Process Map

A SIPOC is a high-level process map that includesSuppliers, Inputs, Process, Output, and Customers. Qualityis judged based on the output of a process. The quality isimproved by analyzing inputs and process variables. Anexample of a SIPOC Process Map is provided below.

View large image | Read accessible description of image

Figure 1: SIPOC Process Map exampleBack to Define Tools

Voice of the Customer

The "Voice of the Customer" is a process used tocapture the requirements/feedback from thecustomer (internal or external) to provide themwith best-in-class service/product quality. Thisprocess is all about responsiveness andconstantly innovating to capture the changingrequirements of the customers over time.

The "Voice of the Customer" is the term used todescribe the stated and unstated needs orrequirements of the customer. The “Voice of theCustomer” can be captured in a variety of ways:Direct discussion or interviews, surveys, focusgroups, customer specifications, observation,warranty data, field reports, complaint logs, etc.

This data is used to identify the qualityattributes needed for a supplied component ormaterial to incorporate in the process orproduct. The VOC is critical for an organizationto:

� Decide what products and services to offer

� Identify critical features and specificationsfor those products and services

� Decide where to focus improvement efforts

� Obtain a baseline measure of customersatisfaction against which improvement willbe measured

� Identify key drivers of customer satisfaction

The following is a list of typical outputs of the VOC process:

� A list of customers and customersegments

� Identification of relevant reactive andproactive sources of data

� Verbal or numerical data that identifycustomer needs

� Defined Critical-To-Quality requirements(CTQs)

� Specifications for each CTQ requirement

Back to Define Tools

Affinity Diagram

An Affinity Diagram (sometimes referred to as

a "KJ", after the initials of the person who

created this technique, Kawakita Jiro) is a

special kind of brainstorming tool. You use an

Affinity Diagram to:

� Gather large numbers of ideas, opinions,

or issues and group those items that are

naturally related

� Identify, for each grouping, a single

concept that ties the group together

View large image | Read accessible description of imageFigure 2: Affinity Diagram example

An Affinity Diagram is especially useful when:

� Chaos exists

� The team is drowning in a large volume of

ideas

� Breakthrough thinking is required

� Broad issues or themes must be identified

Building an Affinity Diagram is a creativerather than a logical process that encouragesparticipation because everyone's ideas findtheir way into the exercise.

Back to Define Tools

Kano Model

Developed in the 80's by Professor NoriakiKano, the Kano model is based on theconcepts of customer quality and provides asimple ranking scheme which distinguishesbetween essential and differentiatingattributes. The model is a powerful way ofvisualizing product characteristics andstimulating debate within the design team.Kano also produced a rigorous methodologyfor mapping consumer responses into themodel. Product characteristics can beclassified as:

These characteristics are directly correlated tocustomer satisfaction. Increased functionality orquality of execution will result in increasedcustomer satisfaction. Conversely, decreasedfunctionality results in greater dissatisfaction.Product price is often related to these attributes.

� Threshold / Basic attributes

Attributes which must be present in order for theproduct to be successful, and can be viewed asa 'price of entry'. However, the customer willremain neutral towards the product even withimproved execution of these threshold and basicattributes.

� One dimensional attributes (Performance / Linear)

� Attractive attributes (Exciters / Delighters)

Customers receive great satisfaction from a

feature and are willing to pay a price

premium. However, satisfaction will not

decrease (below neutral) if the product

lacks the feature. These features are often

unexpected by customers and can be

difficult to establish as needs during initial

design. They are sometimes called

unknown or latent needs.

An example of Kano Model is provided below.

View large image | Read accessible description of imageFigure 3: Kano Model exampleBack to Define Tools

Critical-To-Quality (CTQ) tree

The purpose of Critical-To-Quality trees is to convert customerneeds/wants to measurable requirements for the business toimplement.

For example: A retail merchant was receiving a significantnumber of complaints regarding their homeowner warrantypolicies from their customers. By analyzing customer surveydata and developing the CTQ tree, the business was able toidentify critical-to-satisfaction requirements. Theserequirements became the focus for improving customersatisfaction. The business eliminated mandatory warrantyvisits and made all warranty visits optional. Eliminatingmandatory visits satisfied the customers who thought therewere too many visits and adding an extra optional visitsatisfied customers who thought there were too few visits.Expanding the time frame for scheduling warranty visits fromtwo weeks to three months eliminated the inconvenience forcustomers who had busy schedules and found the time framedifficult to manage.

The business took a general, difficult-to-measure need (to improvehomeowner warranty satisfaction) and developed specific,measurable, and actionable requirements to drive improvements incustomer satisfaction.

View large image | Read accessible description of imageFigure 4: Critical-to-Quality (CTQ) tree exampleBack to Define Tools

Reference• iSixSigma.com

Elements of Measure (DMAIC)

Key Concept

The tools most commonly used in theMeasure phase are:

� Prioritization Matrix

� Process Cycle Efficiency

� Time Value Analysis

� Pareto Charts

� Control Charts

� Run Charts

� Failure Modes and Effect Analysis (FMEA)

One of the major benefits of Six Sigma is its demandfor a fact-based and data-driven analytical approach.Most other improvement methodologies, includingLean, tend to attempt process improvement withoutsufficient data to understand the underlying causes ofthe problem. The result is typically many quick-hitprojects with short-lived or disappointing results.Combining data with knowledge and experience iswhat separates true improvement from mere processtinkering. One of the goals of the Measure phase is topin-point the location or source of a problem asprecisely as possible by building a factualunderstanding of existing process conditions. Thatknowledge helps you narrow the range of potentialcauses requiring investigation in the Analyze phase.An important part of Measure is to establish a baselinecapability level.

The tools most commonly used in the Measure

phase are:

� Prioritization Matrix

� Process Cycle Efficiency

� Time Value Analysis

� Pareto charts

� Control charts

� Run Charts

� Failure Modes and Effect Analysis (FMEA)

The following sections provide a brief description

of the above tools and techniques:

Prioritization Matrix

The Prioritization Matrix provides a way of sorting

a diverse set of items into an order of importance.

It also enables their relative importance to be

identified by deriving a numerical value of the

importance of each item. Thus an item with a

score of 223 is clearly far more important than

one with a score of 23, but is not much more

important than one with a score of 219. Items are

compared, scored against a set of key criteria,

and the scores for each item are then summed.

View large image | Read accessible description of imageFigure 5: Prioritization Matrix

Reference

• The Improvement Encyclopedia

Back to Measure Tools

Process Cycle Efficiency

A calculation that relates the amount of value-added timeto total cycle time in a process.


Time Value Analysis

A chart that visually separates value-added from non-value-added time in a process.


Pareto Charts

Vilfredo Pareto, a turn-of-the-century Italian economist,studied the distributions of wealth in different countries,concluding that a fairly consistent minority – about 20% –of people controlled the large majority – about 80% – of asociety's wealth. This same distribution has beenobserved in other areas and has been termed the Paretoeffect.

View large image | Read accessible description of imageFigure 6: Example Pareto Chart

The Pareto effect even operates in quality

improvement: 80% of problems usually stem

from 20% of the causes. Pareto charts are

used to display the Pareto principle in action,

arranging data so that the few vital factors

that are causing most of the problems reveal

themselves. Concentrating improvement

efforts on these few issues will have a

greater impact and be more cost-effective

than undirected efforts.


Control ChartsEvery process varies. If you write your name

ten times, your signatures will all be similar, but

no two signatures will be exactly alike. There is

an inherent variation, but it varies between

predictable limits. If, as you are signing your

name, someone bumps your elbow, you get an

unusual variation due to what is called a

"special cause". If you are cutting diamonds,

and someone bumps your elbow, the special

cause can be expensive. For many processes,

it is important to notice special causes of

variation as soon as they occur.

View large image | Read accessible description of imageFigure 7: Example Control Chart

There's also "common cause" variation.

Consider a baseball pitcher. If he has good

control, most of his pitches are going to be

where he wants them. There will be some

variation, but not too much. If he is "wild", his

pitches aren't going where he wants them;

there's more variation. There may not be any

special causes - no wind, no change in the ball -

just more "common cause" variation. The result:

more walks are issued, and there are unintended

pitches over the plate where batters can hit

them. In baseball, control wins ballgames.

Likewise, in most processes, reducing common

cause variation saves money.

Happily, there are easy-to-use charts which make iteasy see both special and common cause variation ina process. They are called control charts, orsometimes Shewhart charts, after their inventor,Walter Shewhart, of Bell Labs. There are manydifferent subspecies of control charts which can beapplied to the different types of process data whichare typically available.All control charts have three basic components:

� A centerline, usually the mathematical average of all the samples plotted.

� Upper and lower statistical control limits that define the constraints of common cause variations.

� Performance data plotted over time.


Run Charts

Run charts (often known as line graphs outside thequality management field) display process performanceover time. Upward and downward trends, cycles, andlarge aberrations may be spotted and investigatedfurther. In a run chart, events, shown on the y axis, aregraphed against a time period on the x axis. Forexample, a run chart in a hospital might plot thenumber of patient transfer delays against the time ofday or day of the week. The results might show thatthere are more delays at noon than at 3 p.m.Investigating this phenomenon could unearth potentialimprovement needs. Run charts can also be used totrack improvements that have been put into place,checking to determine their success. Also, an averageline can be added to a run chart to clarify movement ofthe data away from the average.


Figure 8: Example Run Chart


Failure Modes and Effect Analysis(FMEA)

Procedures and tools that help to identify

every possible failure mode of a process or

product, determine its effect on other sub-

items and on the required function of the

product or process. The FMEA is also used

to rank & prioritize the possible causes of

failure as well as develop and implement

preventive actions, with responsible persons

assigned to carry out these actions.


Elements of Analyze (DMAIC)

Key Concept

The tools most commonly used in the Analyzephase are:

� 5 Whys Analysis

� Brainstorming

� Cause and Effect Diagram

� Affinity Diagram

� Control Charts

� Flow Diagrams

� Pareto Charts

� Regression Analysis

� Scatter Plots

The Measure phase has identified thebaseline performance of the process. Bystratifying (sequenced in order of ranks ororder) the data in the baseline performance, itbecomes possible to pinpoint the location orsource of problems by building a factualunderstanding of existing process conditionsand problems. That helps to focus theproblem statement. In the Analyze phase youwill develop theories of root causes, confirmthe theories with data, and finally identify theroot cause(s) of the problem. The verifiedcause(s) will then form the basis for solutionsin the Improve phase.

The tools most commonly used in the Analyze phase are:

� 5 Whys Analysis

� Brainstorming

� Cause and Effect Diagram

� Affinity Diagrams (covered in the Define phase)

� Control Charts (covered in the Measure phase)

� Flow Diagram

� Pareto Charts (covered in the Measure phase)

� Regression Analysis

� Scatter Plots

5 Whys Analysis

Key Concept

Benefits of the 5 Whys:

� It helps to quickly identify the root cause

of a problem

� It helps determine the relationship

between different root causes of a

problem

� It can be learned quickly and doesn't

require statistical anaysis to be used

5 Whys Analysis is a problem solving techniquethat allows you to get at the root cause of aproblem fairly quickly. It was made popular as partof the Toyota Production System (1970’s).Application of the strategy involves taking anyproblem and asking "Why - what caused thisproblem?"

By repeatedly asking the question "Why" (five is agood rule), it is possible to peel away the layers ofsymptoms to identify the root cause of a problem.Very often the first reason for a problem will leadyou to another question and then to another.Although this technique is called "5 Whys," youmay find that you will need to ask the questionfewer or more times than five before you find theissue related to a problem.

An example of a five Why Analysis . . . The "wheel"example.

1. Why is our largest customer unhappy? Becauseour deliveries of bicycles have been late for thelast month.

2. Why have our bicycle deliveries been late for thelast month? Because production has been behindschedule.

3. Why has production been behind schedule?Because there is a shortage of wheels.

4. Why are we having a shortage of wheels?Because incoming inspection has rejected a largenumber of wheels for not being round.

5. Why are we rejecting so many parts? Becausepurchasing switched to a cheaper wheel supplierthat has inconsistent quality.

Back to Analyze Tools

Brainstorming

Brainstorming is simply listing all ideas put forth by agroup in response to a given problem or question. In1939, a team led by advertising executive Alex Osborncoined the term "brainstorm." According to Osborn,"Brainstorm means using the brain to storm a creativeproblem and to do so "in commando fashion, eachstormer audaciously attacking the same objective."Creativity is encouraged by not allowing ideas to beevaluated or discussed until everyone has run dry. Anyand all ideas are considered legitimate and often themost far-fetched are the most fertile. Structuredbrainstorming produces numerous creative ideasabout any given "central question". Done right, it tapsthe human brain's capacity for lateral thinking and freeassociation.

Brainstorms help answer specific questions such as:

� What opportunities face us this year?

� What factors are constraining performance

in Department X?

� What could be causing problem Y?

� What can we do to solve problem Z?

However, a brainstorm cannot help you

positively identify causes of problems, rank

ideas in a meaningful order, select important

ideas, or check solutions.


Cause and Effect (C&E) Diagram

The Cause & Effect diagram is the brainchild ofKaoru Ishikawa, who pioneered qualitymanagement processes in the Kawasakishipyards, and in the process became one of thefounding fathers of modern management. TheC&E diagram is used to explore all the potentialor real causes (or inputs) that result in a singleeffect (or output). Causes are arrangedaccording to their level of importance or detail,resulting in a depiction of relationships andhierarchy of events. This can help you search forroot causes, identify areas where there may beproblems, and compare the relative importanceof different causes.

Causes in a C&E diagram are frequently

arranged into four major categories. While

these categories can be anything, you will

often see:

� Manpower, methods, materials, and

machinery (recommended for

manufacturing)

� Equipment, policies, procedures, and

people (recommended for

administration and service)

These guidelines can be helpful but should

not be used if they limit the diagram or are

inappropriate. The categories you use

should suit your needs. Often we can create

the branches of the cause and effect tree

from the titles of the affinity sets in a

preceding affinity diagram.

The C&E diagram is also known as the

fishbone diagram because it is drawn to

resemble the skeleton of a fish, with the

main causal categories drawn as "bones"

attached to the spine of the fish.

View large image | Read accessible description of imageFigure 9: Example C&E diagram


Affinity Diagram (covered in the Define phase)Control Charts (covered in the Measure phase)


Flow Diagrams

Flowcharts are maps or graphical representations of aprocess. Steps in a process are shown with symbolicshapes, and the flow of the process is indicated with arrowsconnecting the symbols. Computer programmerspopularized flowcharts in the 1960's, using them to map thelogic of programs. In quality improvement work, flowchartsare particularly useful for displaying how a processcurrently functions or could ideally function. Flowcharts canhelp you see whether the steps of a process are logical,uncover problems or miscommunications, define theboundaries of a process, and develop a common base ofknowledge about a process. Flowcharting a process oftenbrings to light redundancies, delays, dead ends, andindirect paths that would otherwise remain unnoticed orignored. But flowcharts don't work if they aren't accurate, ifteam members are afraid to describe what actuallyhappens, or if the team is too far removed from the actualworkings of the process.

There are many varieties of flowcharts and

scores of symbols that you can use.

Experience has shown that there are three

main types that work for almost all situations:

� High-level flowcharts map only the major

steps in a process and provide a good

overview:

Figure 10: High-level flow diagram example

� Detailed flowcharts show a step-by-stepmapping of all events and decisions in aprocess:

Figure 11: Detailed flow diagram example


Pareto Charts (covered in the Measure phase)

Regression Analysis

Regression analysis is a statistical forecastingmodel that describes and evaluates therelationship between a given variable, usuallycalled the dependent variable, and one ormore other variables, usually known as theindependent variables.

Regression analysis models are used to helpus predict the value of one variable comparedto one or more other variables whose valuescan be predetermined.


Scatter Plots

Scatter Plots (also called scatter diagrams) are used toinvestigate the possible relationship between two variables thatboth relate to the same "event." A straight line of best fit, usingthe least squares method, is often included.


Figure 13: Scatter plot example

Reference: Scatter Plot example - Beta Test Correlation with SAT

Things to look for in a scatter plot:

� If the points cluster in a band running from lower left to upperright, there is a positive correlation (if x increases, y increases).

� If the points cluster in a band from upper left to lower right,there is a negative correlation (if x increases, y decreases).

� Imagine drawing a straight line or curve through the data sothat it "fits" as well as possible. The more the points clusterclosely around the imaginary line of best fit, the stronger therelationship that exists between the two variables.

� If it is hard to see where you would draw a line, and if the pointsshow no significant clustering, there is probably no correlation.


Elements of Improve (DMAIC)

Key Concept

The tools most commonly used in the Improvephase are:

� Brainstorming

� Follow charting

� FMEA

� Stakeholder Analysis

� Setup Reduction

� Queuing Methods for Reducing Congestion and Delays

� 5S's Method

� Kaizen

The sole purpose of the Improve phase is to

demonstrate, with fact and data, that your

solutions solve the problem. Your

organization will make changes in a process

that will eliminate the defects, waste, and

unnecessary costs that are linked to the

customer need identified during the Define

phase. Tools and strategies you will find for

the Improve phase will include solution

matrices that link brainstormed solution

alternatives to customer needs and the

project purpose, and methods for

implementing desired solutions.

The tools most commonly used in the Improvephase are:

� Brainstorming (covered in the Analyze phase)

� Flow Charting (covered in the Analyze phase)

� FMEA (covered in the Measure phase)

� Stakeholder Analysis (covered in the Definephase)

� Setup Reduction

� Queuing Methods for Reducing Congestionand Delays

� 5S’s Method

� Kaizen

Setup Reduction

Key Concept

Benefits of Setup Reduction:

� Reduce lead time, resulting in improveddelivery

� Improve documentation of setupprocesses, leading to improvedprocesses

� Decreased inventory and costs, whileincreasing capacity

Setup reduction is the process of reducing

changeover time (i.e., from the last good piece

of the previous run to the first good piece of

the next run). Since setup activities add no

marketable form, fit, or function to the product,

they are by definition non-value adding. The

tool for tackling setup time is the Four-Step

Rapid Setup method. The principle of this

method is to eliminate anything that interrupts

or hinders productivity. The following steps

provide a high level description of the Four-

Step Rapid Setup method:

Step # 1 – Identify and tabulate any process-relatedactivity that fits into one or more of the followingcategories:

� Activity that delays the start of value-added work

� Activity that causes interruptions to value-added work

� Activity where it is similar or identical to anothertask in the process

Step #2 – See if any of the interruptive/delayingtasks can be offloaded: Our focus here is to movepreparatory work outside of the main process flow sothat information or material ends up waiting for you,not the other way around. The goal is to quicklycomplete value-added work without any non-value-added activity.

Step # 3 - Streamline or automate anyinterruptive/delaying tasks that cannot be offloaded.

Step # 4 – Bring the process under statistical control:The setup is not complete until the output of theprocess is “within specification” and under statisticalcontrol, meaning the amount of variation in lead timeis within predictable limits of +/- 3 sigma.

Back to Improve Tools

Queuing Methods for Reducing Congestion andDelays

Often congestion occurs because of variation indemand, much like travel congestion and delays thatwe all witness during the holiday season. Onceidentified, there are two principal techniques forreducing congestion that arises from variation in thedemand for service.

� Pooling: Cross training staff to step induring times of peak loads. One hotelchain, for example, trains office and otherstaff to help out with registration duringunexpected and predictable peak times.

� Triaging: Sorting jobs into categories thatreflect different levels of effort required.Typical schemes include: fast servicetimes versus slow service times; routineproblems versus catastrophic problems.Once Triaging categories have beenidentified, you then develop differentstrategies to deal with each category.


5S’s Method

Key Concept

Benefits of the 5 Ss Method

� Improve safety and communication

� Reduce space requirements

� Increase compliance with processes and procedures

� Boost morale by creating a pleasant workplace

� Reduce time wasted looking for tools and equipment

5 S’s method/visual is the process of creatingworkplace cleanliness and organizationincluding visual signals. The 5-S processincludes five steps:

� Sort: Organize and separate needed from unneeded

� Straighten: Arrange and identify for ease of use

� Shine: Clean and look for ways to keep it clean

� Standardize: Maintain and monitor the first 3 S’s

� Sustain: Discipline, stick to the rules and maintain motivation

By eliminating the unnecessary,establishing a place for what remains,and cleaning up remaining equipment,tools, and storage devices, clutter isreduced and needed items are readilyfound. Visual management involves theuse of visual cues (e.g. road traffic signsand signals) to assure things happenand improve documentation.


Kaizen

Kaizen is often translated in the West asongoing, continuous improvement. Someauthors explain Japan's competitive successin the world market place as the result of theimplementation of the Kaizen concept inJapanese corporations. In contrast to theusual emphasis on revolutionary, innovativechange on an occasional basis, Kaizen looksfor uninterrupted, ongoing incrementalchange. In other words, there is always roomfor improvement and continuously trying tobecome better.

In practice, Kaizen can be implemented incorporations by improving every aspect of abusiness process in a step-by-step approach,while gradually developing employee skillsthrough training and increased involvement.Principles in Kaizen implementation are:

1. Human resources are the most importantcompany asset.

2. Processes must evolve by gradualimprovement rather than radical changes.

3. Improvement must be based onstatistical/quantitative evaluation of processperformance.


Elements of Control (DMAIC)

Key Concept

The tools most commonly used in the

Control phase are:

� Control Charts

� Flow Diagrams

� Charts to compare before and after, such

as Pareto Charts

� Quality Control Process Charts

� Standardization

During the Improve phase, the solution is piloted,and plans are made for full scale implementation.Putting a solution in place can fix a problem forthe moment, but the activities in the Controlphase are designed to insure that the problemdoes not reoccur and that the new processes canbe further improved over time.

The tools most commonly used in Control phaseare:

� Control Charts (covered in the Measure phase)

� Flow Diagrams (covered in the Analyze phase)

� Charts to compare before and after such as Pareto Charts (covered in the Measure phase)

� Quality Control Process Chart

� Standardization

Quality Control Process Chart

Did You Know?

History of PDCA:

The PDCA cycle is also known by two other names, theShewhart cycle and the Deming cycle.

Walter A. Shewhart first discussed the concept of PDCAin his 1939 book, Statistical Method From the Viewpointof Quality Control. Shewhart said the cycle draws itsstructure from the notion that constant evaluation ofmanagement practices, as well as the willingness ofmanagement to adopt and disregard unsupported ideas,is key to the evolution of a successful enterprise.

Deming is credited with encouraging the Japanese in the1950s to adopt PDCA. The Japanese eagerly embracedPDCA and other quality concepts, and to honor Demingfor his instruction, they refer to the PDCA cycle as theDeming cycle.

A Quality Control (QC) Process Chart is a tool that helpsyou document Plan-Do-Check-Act (PDCA) activities for theprocess. The Plan-Do-Check-Act (PDCA) cycle is a well-known model for CPI. It teaches organizations to plan anaction, do it, check to see how it conforms to the plan andact on what has been learned.

The PDCA cycle is made up of four steps for improvementor change:

� Plan: Recognize an opportunity, and plan the change. � Do: Test the change. � Check: Review the test, analyze the results and identify

key learning points. � Act: Take action based on what you learned in the check

step.

If the change was successful, incorporate the learningfrom the test into wider changes. If not, go through thecycle again with a different plan.Back to Control Tools

Standardization

Standardization enables high quality production of goodsand services on a reliable, predictable, and sustainablebasis. Standardization is making sure that importantelements of a process are performed consistently in themost effective manner. Changes are made only when datashows that a new alternative is better. Use of standardpractices will:

� Reduce variation among individuals or groups and make process output more predictable

� Provide “know-why” for operators and managers now on the job

� Provide a basis for training new people� Provide a trail for tracing problems� Provide a means to capture and retain knowledge� Give direction in the case of unusual conditions

Back to Control Tools

Process Simulation and Modeling

Process Simulation

One of the greatest complaints we hear from seniormanagers is “projects are successfully completed, but I’mnot seeing a significant change to the bottom line.” That’sbecause in the Define stage of DMAIC, Six Sigmaexperts don’t have enough information to quantify thebenefits. They are predicting a bottom line financialbenefit without truly understanding how the processbehaves, let alone how it would behave after the change.Without seeing the big picture you may complete asuccessful Six Sigma project and see no impact in dollarsfor your organization. There is a better way. With ProcessModeling you create a simple simulated model of theprocess. You will visually see which projects will affectthe total output and which will sub-optimize the system.

Key advantages of integrating Six Sigma phases (DMAIC)with Process Modeling are provided below:

� Overall interdependencies in processes - Thestandard Six Sigma toolbox has no way of showingthe interdependencies between one area of theprocess and another. In complex change initiativeswhere there are interdependencies betweenprocesses, when incidents happen that cause delays,bottlenecks, variability etc., if you can’t show theinterdependencies, understanding the system andresolving issues is very difficult. If you can’tunderstand the system and pinpoint the waste andbottlenecks, changing the system could be risky andtypically does not provide the desired results. Asimulated model shows those interdependencies,which allows you to uncover changes that will affectthe overall system.

� Risk free experimentation - It is proven that real-timeexperiments are costly and can have an enormousnegative impact on the system. If you are experimentingwith a simulated model of the system, the only cost issetting up the experiment and reviewing the results. Thereare no negative impacts to system output or to the moraleof the workforce in trying new process experiments. Youcan change the parameters, run various scenarios and ifthe desired outcome is not achieved, you can pinpoint theroot causes, all the while gathering more information aboutsystem behavior – without any disruption to the realsystem.

� Reduced experimentation time - You can run hundredsof experiments a day rather than hundreds of days perexperiment. Many processes have a cycle time of weeks oreven months. Running enough replications of anexperiment to validate the results can be overwhelming.With a simulated model, you can run as many computersimulations as you want and develop plans based upon thereview of results.

Process Modeling

For details on Process Modeling please refer to "Workprocess documentation guide."

� Impact of change on the existing process -Processes that achieve the goal of Six Sigma (or ahigh sigma level) fall out of spec if the volumeschange. For example a 50% change to incomingcalls to a call center may cripple a customer-oriented sales process. Planning for change inyour system by using a simulated model tounderstand the effects of volume change, productstream substitution, staffing policy or otherchanges can significantly reduce project risks andthe associated costs.

Difference between DMAIC and Design For SixSigma (DFSS)

One of the most confusing issues associated withthe phrase "I'm using Six Sigma" has to do with whatmethodology is actually being used. A majority of thetime its the DMAIC methodology, because use ofexisting processes is causing resources to bewasted (hence the big savings you've heard about atGE, Honeywell and others over the past years). Theremaining minority of Six Sigma practitioners areusing the Design For Six Sigma (DFSS) approach todesign a new product for Six Sigma quality. Fordetails on the DFSS, refer to "Transform YourOrganization Into One That’s World Class" byMaurice L. Berryman, Berryman & Associates

Tools in DMAIC

Documents

Transcript of Tools in DMAIC