CHAPTER 6.

TOOLS AND TECHNIQUES FOR QUALITY MANAGEMENT

SIGMA DMAIC METHODOLOGY

DMAIC is the problem solving approach that drives Lean Six Sigma. It’s a five phase method which is
the DEFINE, MEASURE, ANALYZE, and IMPROVE and COTROL- for improving existing process
problems with unknown causes. DMAIC is the based on the scientific method ad its pronounced “du-
may-ik”

Define, measure, analyze, improve and control (DMAIC) is a data driven quality strategy used to
improved processes. It is an integral part of a Six Sigma initiative, but in general can be implemented
as a standalone quality improvement procedure or as part of other process improvement initiative
such as lean.

WHAT IS DMAIC?

- DMAIC is an acronym for define, measure, analyze, control. DMAIC is the process
improvement methodology of Six Sigma that is used for improving existing processes. See DMAIC
Methodology. DMAIC is pronounced: Duh-May-Ick

The DMAIC PROCESS step

Each step in the cyclical DMAIC progress is required to ensure the best possible result.

The process step:

1. DEFINE (Define the problem)- define the customers, their critical to quality (ctq) issues, and the
core business process involved.

- define who customers are, what their requirements are for products and services, and what their
expectations are define project boundaries the stop ad start process. Define the process to be
improved by mapping the process flow. DEFINE the problem, improvement activity, opportunity for
improvement, the project goals, and customers (both internal and external) requirements.

 Project charter to define the focus, scope, direction, and motivation for the improvement of
team
 VOICE OF THE CUSTOMERS to understand feedback from current to future customers
indicating offerings that satisfy, delight and dissatisfy them.

2. MEASURE- (process performance) the performance of the Core Business Process involved.
Develop a data collection plan for the process collect data from many sources to determine types of
defects ad metrics, compare to customer survey result to determine shortfall.

 Process map for recording the activities performed as part of the process.
3. ANALYZE- the data collected and progress map to determine root causes of defects and
opportunities for improvement. Identify gaps between current performance prioritize opportunities
to improve identify sources of variation. The process to determine root causes of variation and poor
performance (defect)

 Root causes analysis (RCA) to uncover causes

5. CONTROL- the improvements to keep the process on the new course. Prevent reverting back to
the “old way” require the development, documentation and implementation of an on-going
monitoring plan. Institutionalize the improvements through the modification of system ad and
structure (staffing, training, and incentives)

 Quality control plan to document what is needed to keep an improved process at its current
level

TOOLS FOR COTINUOUS IMPROVEMENT

 5 WHY’S – one of the continuous improvement tools for root cause analysis. It can help to
identify problems and issues.
 5’s
 Value stream mapping.

THE 7 QUALITY CONTROL TOOLS

1. FLOWCHART- most of us are familiar with flow charts. You have seen flowcharts or
reporting relationships in organizational structure. – is a type of diagram that
represents a workflow or process. – illustrates solution model to given problem.
2. CHECK SHEETS- a structured, prepared form for collecting and analysing data; a
generic tool that can be adapted for a wide variety of purpose.- is a form (doc.) used
to collecting and analysing data in real time at the location where the data is
generated. –help to analyse data for corrective and preventive action, help detect
how often a problem occurs.
3. HISTOGRAMS- he most commonly used graph for showing frequency distributions,
or how often each different value in a set of data occurs. - used to summarize
discrete or continuous data that are measured on an interval scale. –visual
interpretation of numerical data. Example is bar graph
4. PARETO DIAGRAMS- a bar graph that shows which factors are more significant. Used
to defect to prioritize in order to observe the greatest overall improvement.
example bar graph tapos lalagyan g curve
5. CAUSE-AND-EFFECT-DIAGRAMS- (IS ALSO CALLED ISHIKAWA OR FISHBONE
DIGRAMS): identifies many possible causes for an effect or problem and sort ideas
into useful categories. Also display possible causes of a specific problem or quality
characteristics. It helps the team understand that there are may causes that
contribute to an effect. It display the relationship of the causes to the effect and to
each other. It helps to identify areas for improvement.
 6. SCATTER DIAGRAMS (dot )- graphs pairs of numerical data, one variable on each
axis, to look for a relationship. – a tool for analysing relationship between two
variables for determining how closely the two variables are related. Students-10
mark obtained out of 100 50-60
7. COTROL CHART- graph used to study how a process changes over time. Comparing
the current data to historical control limits leads to conclusions about whether the
process variation is consistent (in control) or in unpredictable (out of control,
affected by special causes for variation. – the tools in control processes to determine
whether a manufacturing process or a business process is In control statistical state.-
a graph used to study how a process changes over time.

ROOT CAUSE ANALYSIS- is a systematic process for identifying “root causes” of problems or events
and an approach for responding to them. RCA is based on the basic idea that effective management
requires more than merely “putting on fire” for problem that develop, but finding a way to prevent
them.

LEAN THINKING- is used to describe the process of making business decision in a lean way. It’s
regarded as the foundation of any lean practice.

Some of the general principles of lean include:

1. work is passed from one person to another,

2. Eliminate anything that does not add value to customers

3. you can design your automation plan so that steps are executed concurrently. This is known as
parallel processing. Rather than the plan running in a simple straight sequence where each step is
executed one at a time, one after another, with parallel processing on each other you can run step
that do not have a dependency on each other concurrently.

4. involve people early enough In discussing and planning

5. set in order, shine, standardize and sustain

6. to design to make the control and management of a company as simple as possible.

- allows us to communicate without words and share information without interrupting.

7. is a lean manufacturing, standardized work is means of establishing precise procedures to make

-Is a lean manufacturing strategy to reduce waste in the production process.

9. is one of the many lean production methods for reducing waste in manufacturing process. It
provides a rapid and efficient way of converting a manufacturing process from running the current
product to running the next product.

10.is a strategy that operates according to the idea that everyone in a facility should participate in
maintenances, rather than just the maintenance team. This approach uses the skills of all employees
and seeks to incorporate maintenance into the everyday performance of a facility.

11. is a quality control tool used by organizations to check the conformity of a product or assembly
before it’s shipped to the purchaser. With use of source inspection, you can prevent issues later in
the value stream by making sure product is product is conformal at the supplier.

CREATIVITY ORGANIZATIONAL SYSTEMS