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:


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


Overview of DMAIC

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5DEFINE

MEASURE

ANALYZE

IMPROVE

CONTROL


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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?


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


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:

____

____

____


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


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


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


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


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


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


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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2

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DEFINE

MEASURE

ANALYZE

IMPROVE

CONTROL


ANALYZE, cont.

Approach

Develop a focused problem

statement

Brainstorm potential

causes

Use statistical

methods to quantify

cause-effect relationship

Collect dataOrganize potential causes


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


cost


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


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


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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2

3

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5

DEFINE

MEASURE

ANALYZE

IMPROVE

CONTROL


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


IMPROVE, cont.

• Tools– Prioritization matrix

– Responsibility chartWhat Outcome Who When

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3

2

4

5

ProblemRoot

CauseCounter- measure


IMPROVE, cont.• Tools

– Gantt chart

Reduce Call Transfers

Update extension lists

ID

1

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


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


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


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

1

2

3

4

5DEFINE

MEASURE

ANALYZE

IMPROVE

CONTROL


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


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


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

2

12

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?


CONTROL, cont.

• Tools– Report /

Storyboard

Plan

DoCheck

Act

Learnings

Recommendations

Results

• • •

next

– PDCA


DMAIC Review

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DEFINE

MEASURE

ANALYZE

IMPROVE

CONTROL

Six Sigma Simplicity Overview of DMAIC A Systematic Framework for Problem Solving 1 2 3 4 5 DEFINE...

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