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DMAIC - Methodology

Brebe descripcion de la metdologia DMAIC

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152 views21 pages

DMAIC - Methodology

Brebe descripcion de la metdologia DMAIC

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Skirmisher PB
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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DMAIC Methodology

DMAIC Methodology

Reference files
used in this module:
ProjectDeliverables2.xls

BMGI Corporation

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Notes:

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DMAIC Methodology

Module Objectives

At the end of this module you will be able to:


ƒ List the objectives of each of the DMAIC Phases
ƒ List the deliverables, tasks, tools and techniques relevant to each of the
DMAIC Phases
ƒ Describe the elements of a Final Report

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Notes:

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DMAIC Methodology

Lean Six Sigma Roadmap Each phase has its own high level
objective.

Define Measure Analyze Improve Control

Sustain
Define the Improvement
Project
Identify
Significant
Process x’s

Validate Solution
Baseline the
As-Is Process

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Notes:

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DMAIC Methodology

Lean Six Sigma Goes to the Doctor

Define Measure Analyze Improve Control

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.

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Notes:

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DMAIC Methodology

Lean Six Sigma Bakes Cookies

Define Measure Analyze Improve Control

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.

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Notes:

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DMAIC Methodology

DMAIC Roadmap The DMAIC process consists of five


phases: Define, Measure, Analyze,
Improve, and Control. These phases
represent a methodology that, when
followed, ensures that the projects
undertaken will be successful. They are
Define Measure Analyze Improve Control intended to be performed in the proper
sequence with each phase being
Define & Scope Define ‘As Is’
Identify Generate Create Control thoroughly completed. The tollgates at the
Potential Potential & Monitoring
Problem Process
Causes (x’s) Solutions Plan end of each phase are reviews conducted
with the belt, the belt’s BB or MBB, the
Determine Validate Investigate
Champion, the Process Owner, and other
Project Measurement Select & Test Implement Full major stakeholders as needed. These
Significance of
Objective & System for Solution Scale Solution
Benefits Outputs x’s reviews are to ensure that the
requirements of each phase have been
Create Project
Quantify ID Sig. Causes Develop
Finalize
completed prior to moving on to the next
Process to focus on Implementation
Charter
Performance y=f(x’s) Plan
Transition phase.

Tollgate Tollgate Tollgate Tollgate Close Project

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Notes:

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DMAIC Methodology

Lean Six Sigma Roadmap This reduced view of the LSS


Roadmap shows the application of the
SCORE event as a tool to uncover and
address quick fixes in the Measure phase
as well as a tool used to address cycle
time reduction and some defects by
Define Measure Analyze Improve Control removing waste in the Improve phase.

defects
no
Quick Primary
Hits? Metric?
e
yes tim

Run a SCORE
Run a SCORE Event
Event

no
Objectives
Met?

yes

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Notes:

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DMAIC Methodology

Define Phase Roadmap Define Phase Summarized: Identify the


business problem to be solved, scope the
process and the boundaries, define the
measurable objectives and agreed upon
the project plan.
Define & Scope Collect &
ID the Document the
Translate the
Problem Business Gap Process
VOC

Determine Establish Develop


Project Estimate
Define Metrics Preliminary Problem &
Financial
Objective & & Defects Baseline and Objective
Benefit
Benefits Entitlement Statements

Confirm Establish
Create Project Improvement
Define Project ID Project
Project
Create Comm.
Charter Roles & Resp. Risks Plan
Methodology Timeline

Tollgate

Define the Project


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Notes:

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DMAIC Methodology

Measure Phase Roadmap Measure Phase Summarized:


Document the current process flow and
establish the performance baseline for the
primary metric (Y).
time
Primary Create Value
Metric? Stream Map

Define ‘As Is’ defects


Process
Create Expose yes
Quick Run a SCORE Objectives
Process Flow Simplification
Hits? Event Met? yes
Diagram Opportunities
no no

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

Baseline As-Is Process


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Notes:

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DMAIC Methodology

Analyze Phase Roadmap Analyze Phase Summarized:


Investigate the potential inputs (x’s) that
are affecting the primary metric (Y) and
discover which are the most significant
inputs (x’s) to focus on.

Identify Narrow Down time


Develop List Primary
List of
Potential of Potential
Potential
Causes (x’s) Metric?
Causes (x’s) Causes (x’s)
defects

Investigate Perform Perform Conduct


Significance of Collect Data
Graphical Statistical Waste
on x’s
x’s Analysis Analysis Analysis

ID Sig. Causes Evaluate the State


to focus on Impact of the Preliminary
y=f(x’s) x’s on Y Y = f(x’s)

Tollgate

Identify Significant Process x’s


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Notes:

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DMAIC Methodology

Improve Phase Roadmap Improve Phase Summarized: Create


the equation for Y = f(x) for the problem.
Use that knowledge to design and test a
final solution.

time

Generate Generate
Primary defects Create Future
Potential Potential
State VSM
Metric? Solutions
Solutions

Select & Test Evaluate


State Run a SCORE
Potential
Solution y = f(x’s) Event
Solution

Develop Develop
Implementation Implementation
Plan
Plan

Tollgate

Validate Solution
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Notes:

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DMAIC Methodology

Control Phase Roadmap Control Phase Summarized: Build the


structure for sustaining the improvements,
hand off the solution to the process
owner, and celebrate with the team for all
of their hard work!
Create Control Determine y’s
Determine the Complete
Mistake Proof to Monitor &
& Monitoring the Process
x’s to Control MSA on
Metrics
Plan and Methods Critical x’s
Reporting

Revise /
Implement Full Develop Implement Evaluate
Scale Solution Process Solution Implementation
Documentation

Develop Handoff to Capture Write Final


Finalize Transition Process Lessons Report /
Transition Plan Owner Learned Presentation

Tollgate Celebrate!

Sustain Improvements
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Notes:

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DMAIC Roadmap DMAIC Methodology

This chart is used to identify required


deliverables, tasks to be completed, and
suggested tools for each phase.
Define Measure Analyze Improve Control
Deliverables

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)
ƒ ID the Business Gap ƒ Create Value Stream Map ƒ Develop List of Potential ƒ Generate Potential Solutions ƒ Mistake Proof the Process
ƒ Document the Process ƒ Create Process Flow Causes ƒ Create Future State VSM ƒ Determine the x’s to Control
ƒ Collect & Translate the VOC Diagram ƒ Narrow Down List of ƒ Evaluate Potential Solution and Methods
ƒ Define Metrics & Defects ƒ Expose Simplification Potential Causes (x’s) ƒ State y = f(x’s) ƒ Complete MSA on Critical
ƒ Establish Preliminary Opportunities ƒ Collect Data on x’s ƒ Run a SCORE Event x’s
ƒ Baseline and Entitlement ƒ Run a SCORE Event ƒ Perform Graphical Analysis ƒ Develop Implementation ƒ Determine y’s to Monitor &
ƒ Develop Problem & ƒ Analyze Measurement ƒ Perform Statistical Analysis Plan Metrics Reporting
Objective Statements Systems ƒ Conduct Waste Analysis ƒ Revise / Develop Process
Tasks

ƒ Estimate Financial Benefit ƒ Improve Measurement ƒ Evaluate the Impact of the Documentation
ƒ Confirm Improvement Systems (If needed) x’s on Y ƒ Implement Solution
Methodology ƒ Collect Data (Y’s) ƒ State Preliminary Y = f(x’s) ƒ Evaluate Implementation
ƒ Define Project Roles & ƒ Examine Process Stability ƒ Develop Transition Plan
Resp. ƒ Perform Capability Analysis ƒ Handoff to Process Owner
ƒ ID Project Risks ƒ Capture Lessons Learned
ƒ Establish Project Timeline ƒ Write Final Report /
ƒ Create Comm. Plan Presentation
ƒ 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
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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)

Strive for Perfection

•Team •Institutionalize 5s • Expand TPM • Evaluate progress


development •Institute Kaizen events • Evaluate against using Lean
Expand
•Optimize quality •Remove system barriers target metrics maturity matrices
Internally/Externally

ENTRY
IMPROVED
COMPETITIVE
POSITION
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Notes:

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DMAIC Methodology

?? What is S.C.O.R.E. ?? SCORE™ is a BMGI concept to


reduce the mystery around Kaizen. There
are many Kaizen types and they can be
quite confusing to the learner.
ƒ SCORE™ : is our technique to demystify BMGI has clarified these concepts and
created SCORE™ , which can be used in
kaizen.
any application. SCORE™ provides a
ƒ S, (SELECT) the process to be worked on method with milestones so that progress
ƒ C, (CLARIFY) the problem or objective can be tracked in a consistent manner.
ƒ O, (ORGANIZE) the team and train them This is similar to the benefit derived in
ƒ R, (RUN) the event S C Six Sigma from the DMAIC method.
ƒ E, (EVALUATE) the results Project tracking software, such as
ProjX, facilitates this tracking and
ƒ SCO portion of SCORE™ is pre-work done by E O
reporting.
the team leader R
SCORE™ is consistent with the PDCA
ƒ RE portion of SCORE™ is the actual week long (PDSA) cycle of Dr. Shewhart.
event where changes are actually made DMAIC is to Six Sigma as SCORE™
Kaizen can be used for many things and really means continuous improvement.
is to Lean.
Define = Select and Clarify
Measure = Clarify and Organize
Analyze = Run
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Improve = Run
Control = Evaluate
Notes:

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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

Project Forecasted Savings ($)

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

Deliverable Needs Revision or Missing


Deliverable achieved and demonstrated
Understand Process Flow
Lean Techniques / Quick Hits / Expose Simplification Opp’s.
Measure

Understand Process Behavior


Baseline Process Capability
Conclusions / Issues / Next Steps
Instructor's Comments
Root Cause - Potential Critical X's
FMEA (Risk Analysis & Mitigation)
Analyze Process Data / Investigate the Significance of X’s
Analyze

Conclusions / Issues / Next Steps


Instructor's Comments
Generate Potential Solutions / Value Stream Map - Future State
Evaluate Potential Solutions
Select Best Solutions - Apply Statistical Rigor
Project and Presentation Deliverables Tracker

Implement Solutions w/ Action Plan


Track Your Deliverables

Statement of Y=f(x)
Improve

Conclusions / Issues / Next Steps


Next Project Description
Instructor's Comments

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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

Provide Project Closure Documents


Conclusions / Issues / Next Steps
Project Deliverables Tracker.xls

16

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module.
the technique.
using this matrix.

some of the techniques are not


DMAIC Methodology

the Lean Six Sigma Methodologies


alternate situation at work or in your

Pg 16
Not every single statistical method

Black Belt or Green Belt project. You


You can track your project progress

should take the opportunity to apply as


covered may need to be applied to every

appropriate, you should apply them to an


many of the techniques as appropriate. If

This deliverables matrix is available in


personal life to make sure you understand
DMAIC Methodology

Belt Support Tools Use your support tools as needed.


Don’t forget your most valuable resource
– EACH OTHER!

ƒ Peer to Peer Support & Peer to Champion


ƒ Use each other and your Champions for questions & answers

ƒ Teleconference / Email Support


ƒ You can setup conference calls with your instructor, but be prepared to
document your questions ahead of time
ƒ Email support can be used as well

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Notes:

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DMAIC Methodology

Final Report Some of our clients utilize ProjX.


Keeping detailed records of your projects
greatly helps in drafting a final report.
ProjX, a common project tracking
platform, will output a Word-compatible
ƒ Final Report Possible Format file of the information that it contains,
ƒ Main Elements: including the standard Six Sigma final
¾ Project Definition report outline. You can try the following
¾ Executive Summary report in ProjX: My Projects >
¾ Timeline, Savings, Metrics, Impact Completion > Final Report > Final Report
¾ Summary of Changes Made to Effect Improvements Outline.
¾ Actions to Obtain Improvement
¾ Team Members
¾ Project Deliverables from Each Phase
¾ Key Six Sigma Elements
¾ Control Methods and Control Plans

Stay up-to-date with project tracking.


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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
ƒ CTX’s defined project goal. The improvement in these
metrics determine the success of the
ƒ Critical X’s and associated Y’s
project.
ƒ DPU, before and after
ƒ DPMO & Z-score, before and after
ƒ Entitlement determination
ƒ Description of short term capability, before and after
ƒ Description of long term capability, before and after

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Notes:

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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
ƒ Who is responsible long term and day-to-day? should not have any long term control
responsibilities.
ƒ What is going to be controlled? What are the actions?

ƒ How is it controlled?

ƒ When (how often) will data be gathered and reported?

ƒ Where will the information be displayed and reported?

ƒ Why is this control necessary? When might it go away?

Long term control of the process is the goal.


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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
ƒ Projects are Lean Six Sigma projects, not Black Belt or Green Belt
too many resources from my department
projects to work his project.”
ƒ Project progress is a team effort To avoid these, remember that the
ƒ Resist the temptation to do it yourself project is a Six Sigma project to benefit
ƒ Get buy-in early from team and process owner the organization, not a Black Belt or
ƒ Train your team – remember critical mass Green Belt’s personal accomplishment.
ƒ Agree on a schedule and follow it Also, buy-in from the team and process
owner early in the project can avoid the
ƒ The Black Belt or Green Belt model is a servant-leader model
resource issue. The Black Belt or Green
ƒ Lead your team, don’t command them
Belt should be considered a temporary
ƒ Be an added resource to the organization
addition to a department instead of a
ƒ Help the team members successfully complete their tasks
resource consumer.

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Notes:

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