DMAIC - Methodology
DMAIC - Methodology
DMAIC Methodology
Reference files
used in this module:
ProjectDeliverables2.xls
BMGI Corporation
© BMGI. All rights reserved. No portion may be copied, rewritten, reproduced, or published.
Notes:
© BMGI. All rights reserved. No portion may be copied, rewritten, reproduced, or published. Pg 1
DMAIC Methodology
Module Objectives
© BMGI. All rights reserved. No portion may be copied, rewritten, reproduced, or published. 2
Notes:
© BMGI. All rights reserved. No portion may be copied, rewritten, reproduced, or published. Pg 2
DMAIC Methodology
Lean Six Sigma Roadmap Each phase has its own high level
objective.
Sustain
Define the Improvement
Project
Identify
Significant
Process x’s
Validate Solution
Baseline the
As-Is Process
© BMGI. All rights reserved. No portion may be copied, rewritten, reproduced, or published. 3
Notes:
© BMGI. All rights reserved. No portion may be copied, rewritten, reproduced, or published. Pg 3
DMAIC Methodology
I don’t feel
Tests reveal
well! My My
that I have a
throat is sore temperature
staph
and I feel is normal and
infection.
weak! I now take
My body vitamin C to
temperature I begin taking reduce the
is 102F. antibiotics risk of
and my another
temperature infection.
decreases.
© BMGI. All rights reserved. No portion may be copied, rewritten, reproduced, or published. 4
Notes:
© BMGI. All rights reserved. No portion may be copied, rewritten, reproduced, or published. Pg 4
DMAIC Methodology
Approximately Mistake
Burnt Cookie proofing
25% of all Temperature,
Scrap rate used to
cookies baked Water, Time
affected by: prevent
are scrapped. controlled by
Oven baking SPC, Scrap
Temperature, cookies rate
17% of all
Water when monitored
cookies
Content in temperature and has
baked are
Dough, Bake is too high dropped to
scrapped
Time and bake 5%.
because they
time is too
are burnt.
low.
© BMGI. All rights reserved. No portion may be copied, rewritten, reproduced, or published. 5
Notes:
© BMGI. All rights reserved. No portion may be copied, rewritten, reproduced, or published. Pg 5
DMAIC Methodology
© BMGI. All rights reserved. No portion may be copied, rewritten, reproduced, or published. 6
Notes:
© BMGI. All rights reserved. No portion may be copied, rewritten, reproduced, or published. Pg 6
DMAIC Methodology
defects
no
Quick Primary
Hits? Metric?
e
yes tim
Run a SCORE
Run a SCORE Event
Event
no
Objectives
Met?
yes
© BMGI. All rights reserved. No portion may be copied, rewritten, reproduced, or published. 7
Notes:
© BMGI. All rights reserved. No portion may be copied, rewritten, reproduced, or published. Pg 7
DMAIC Methodology
Confirm Establish
Create Project Improvement
Define Project ID Project
Project
Create Comm.
Charter Roles & Resp. Risks Plan
Methodology Timeline
Tollgate
Notes:
© BMGI. All rights reserved. No portion may be copied, rewritten, reproduced, or published. Pg 8
DMAIC Methodology
Validate Improve
Analyze
Measurement Measurement
Measurement
System for Systems
Systems
(If needed)
Outputs
Proceed to
Quantify Examine Perform Control
Collect Data
Process Process Capability
(Y’s)
Stability Analysis
Performance
Tollgate
Notes:
© BMGI. All rights reserved. No portion may be copied, rewritten, reproduced, or published. Pg 9
DMAIC Methodology
Tollgate
Notes:
© BMGI. All rights reserved. No portion may be copied, rewritten, reproduced, or published. Pg 10
DMAIC Methodology
time
Generate Generate
Primary defects Create Future
Potential Potential
State VSM
Metric? Solutions
Solutions
Develop Develop
Implementation Implementation
Plan
Plan
Tollgate
Validate Solution
© BMGI. All rights reserved. No portion may be copied, rewritten, reproduced, or published. 11
Notes:
© BMGI. All rights reserved. No portion may be copied, rewritten, reproduced, or published. Pg 11
DMAIC Methodology
Revise /
Implement Full Develop Implement Evaluate
Scale Solution Process Solution Implementation
Documentation
Tollgate Celebrate!
Sustain Improvements
© BMGI. All rights reserved. No portion may be copied, rewritten, reproduced, or published. 12
Notes:
© BMGI. All rights reserved. No portion may be copied, rewritten, reproduced, or published. Pg 12
DMAIC Roadmap DMAIC Methodology
1. Define & Scope Problem 4. Define ‘As-Is’ Process 7. Identify Potential Causes 10. Generate Potential 13. Create Control &
2. Determine Project 5. Validate Measurement (x’s) Solutions Monitoring Plan
Objective & Benefits Systems for Outputs 8. Investigate Significance of 11. Select & Test Solution 14. Implement Full Scale
3. Create Project Charter 6. Quantify Process x’s 12. Develop Implementation Solution
Performance 9. ID Sig. Causes to focus on Plan 15. Finalize Transition
y=f(x’s)
ID the Business Gap Create Value Stream Map Develop List of Potential Generate Potential Solutions Mistake Proof the Process
Document the Process Create Process Flow Causes Create Future State VSM Determine the x’s to Control
Collect & Translate the VOC Diagram Narrow Down List of Evaluate Potential Solution and Methods
Define Metrics & Defects Expose Simplification Potential Causes (x’s) State y = f(x’s) Complete MSA on Critical
Establish Preliminary Opportunities Collect Data on x’s Run a SCORE Event x’s
Baseline and Entitlement Run a SCORE Event Perform Graphical Analysis Develop Implementation Determine y’s to Monitor &
Develop Problem & Analyze Measurement Perform Statistical Analysis Plan Metrics Reporting
Objective Statements Systems Conduct Waste Analysis Revise / Develop Process
Tasks
Estimate Financial Benefit Improve Measurement Evaluate the Impact of the Documentation
Confirm Improvement Systems (If needed) x’s on Y Implement Solution
Methodology Collect Data (Y’s) State Preliminary Y = f(x’s) Evaluate Implementation
Define Project Roles & Examine Process Stability Develop Transition Plan
Resp. Perform Capability Analysis Handoff to Process Owner
ID Project Risks Capture Lessons Learned
Establish Project Timeline Write Final Report /
Create Comm. Plan Presentation
Celebrate!
• Project Definition Worksheet • Data Collection Plan • Fishbone • Future State Value Stream Map • SPC
• SIPOC • Process Flow Diagram • Process Flow Diagram • Random Word • Control Plan
Tools &Techniques
• Surveys & Interviews • Value Stream Map • Value Stream Map • TRIZ • MSA
Notes: • Spaghetti Diagram
• Affinity Diagrams • FMEA • Six Thinking Hats • Mistake Proofing
• Brainstorming • SCORE ™ • Cause & Effect (C&E) Matrix • Cellular Layout • Dashboard
• In/Out of Frame • Measurement Systems Analysis • Data Collection Plan • SCORE ™ • Project Transition Action Plan
• Pareto Charts • Check Sheets • Graphical Analysis Selection • Kanban (PTAP)
• CT Trees • SPC Matrix • Visual Workplace • Capability Analysis
• Cost Benefit Analysis • Capability Analysis • Statistical Analysis Selection • DOE • Communication Plan
• Benchmarking • Run Chart Matrix (Hypothesis Testing & • Solution Selection Matrix
• Metric Charts • Graphical Analysis Regression) • Implementation Plan
• Project Charter • Elements of Waste • Takt Time • SMED
• Stakeholder Analysis • 5s • Workload Balancing • TPM
• Communication Plan • portion
© BMGI. All rights reserved. No Work Combination Chart
may be copied, • MistakeorProofing
rewritten, reproduced, published. Pg 13
© BMGI. All rights reserved. No portion may be copied, rewritten, reproduced, or published. 13
DMAIC Methodology
The Process Roadmap to Lean This class will focus on Phases 2
Supply Chain/External Environment through 7. It is beyond the scope of this
Enterprise / System Interface course to work on Phases 0 and 1.
• Financial • Procurement • Quality • Training and Human Resources It is assumed that you have some
• Information • Engineering • Safety • Workforce/Management Partnership
Phase 0 Phase 1 Phase 2 Phase 3 Phase 4 Phase 5 Phase 6
management support or you would not be
Adopt Lean Prepare Define Identify Design the Implement Implement here. You will be able to apply what you
• Build vision • Integrate with
Value Value Stream System Flow Pull learn in this class and realize significant
• Build vision • Integrate with
• Establish need Enterprise Level
• Establish need
• Foster Lean
• Foster Lean Top
Enterprise Level
• Establish an
• Establish an Lean • Define • Value stream • Value stream • Identify new
• Identify new • Implement the
business gains.
learning operations Lean • Define • Value stream • Value stream Takt • Implement the
learning Leadership operations Lean Roadmap customer map the map the future Takt new process
customer map the map the future new process
• Make the
• Make the
commitment
implementation
implementation
team(s)
needs
needs
current
current
process
process
process
• Establish
• Establish
Kanbans
• Establish Pull
• Establish Pull But to sustain the gains and to get the
commitment Commitment team(s) process Kanbans
• Standardize
• Obtain senior
• Obtain senior
management
• Develop
• Develop
implementation
• Standardize
work
work
full benefit of Lean Thinking, an
management implementation
buy-in strategy
buy-in strategy
• Develop a plan
• Develop a plan
enterprise wide effort is needed.
to address
to address
workforce
workforce
S C “Even if you're on the right track,
changes
changes
• Address site
• Address site
specific cultural
specific cultural
you'll get run over if you just sit there.”
issues
issues E O - Will Rogers
• Train key people
• Train key people
• Establish target
• Establish target
objectives
objectives
R
(metrics) Phase 7
(metrics)
ENTRY
IMPROVED
COMPETITIVE
POSITION
© BMGI. All rights reserved. No portion may be copied, rewritten, reproduced, or published. 14
Notes:
© BMGI. All rights reserved. No portion may be copied, rewritten, reproduced, or published. Pg 14
DMAIC Methodology
© BMGI. All rights reserved. No portion may be copied, rewritten, reproduced, or published. Pg 15
Notes:
Black or Green Belt Name
BB #9
BB #8
BB #7
BB #6
BB #5
BB #4
BB #3
BB #2
BB #1
BB #10
Instructor:
Project Name
Legend:
Define the Business Case
Collect & Translate the VOC
Define the Process
Manage the Project
Define
Approved Project Charter
Conclusions / Issues / Next Steps
Instructor's Comments
Time Series Plot of Primary Metric / Table of Lean Metrics
Verify Data Quality
Collect Process Data
Statement of Y=f(x)
Improve
© BMGI. All rights reserved. No portion may be copied, rewritten, reproduced, or published.
Clear Indication of Improved Primary Metric
Formal Control Plan - Control Methods Applied
Project Approval by Champion or equivalent
Discuss Financial Validation (even if it is $0)
Control
16
© BMGI. All rights reserved. No portion may be copied, rewritten, reproduced, or published.
module.
the technique.
using this matrix.
Pg 16
Not every single statistical method
© BMGI. All rights reserved. No portion may be copied, rewritten, reproduced, or published. 17
Notes:
© BMGI. All rights reserved. No portion may be copied, rewritten, reproduced, or published. Pg 17
DMAIC Methodology
Notes:
© BMGI. All rights reserved. No portion may be copied, rewritten, reproduced, or published. Pg 18
DMAIC Methodology
Final Report –
These are key Six Sigma metrics that
Key Six Sigma Elements should have been defined in the Measure
phase of the project. These metrics
should be tracked in your project tracking
system to ensure progress toward the
CTX’s defined project goal. The improvement in these
metrics determine the success of the
Critical X’s and associated Y’s
project.
DPU, before and after
DPMO & Z-score, before and after
Entitlement determination
Description of short term capability, before and after
Description of long term capability, before and after
© BMGI. All rights reserved. No portion may be copied, rewritten, reproduced, or published. 19
Notes:
© BMGI. All rights reserved. No portion may be copied, rewritten, reproduced, or published. Pg 19
DMAIC Methodology
Final Report – Control Plans and
Six Sigma improvements are long term
Actions improvements. To finish the project, the
team needs to develop a long term project
plan with the responsibilities well
defined. The Black Belt or Green Belt
Who is responsible long term and day-to-day? should not have any long term control
responsibilities.
What is going to be controlled? What are the actions?
How is it controlled?
Notes:
© BMGI. All rights reserved. No portion may be copied, rewritten, reproduced, or published. Pg 20
DMAIC Methodology
A Few Words About
Two general criticisms of Six Sigma
Projects and Teams and Black Belt or Green Belts are 1) “My
people do all the work and the Black Belt
or Green Belt gets all of the credit,” and
2) “The Black Belt or Green Belt takes
Projects are Lean Six Sigma projects, not Black Belt or Green Belt
too many resources from my department
projects to work his project.”
Project progress is a team effort To avoid these, remember that the
Resist the temptation to do it yourself project is a Six Sigma project to benefit
Get buy-in early from team and process owner the organization, not a Black Belt or
Train your team – remember critical mass Green Belt’s personal accomplishment.
Agree on a schedule and follow it Also, buy-in from the team and process
owner early in the project can avoid the
The Black Belt or Green Belt model is a servant-leader model
resource issue. The Black Belt or Green
Lead your team, don’t command them
Belt should be considered a temporary
Be an added resource to the organization
addition to a department instead of a
Help the team members successfully complete their tasks
resource consumer.
© BMGI. All rights reserved. No portion may be copied, rewritten, reproduced, or published. 21
Notes:
© BMGI. All rights reserved. No portion may be copied, rewritten, reproduced, or published. Pg 21