1 1 Define-Measure-Analyze- Improve-Control (DMAIC) Six Sigma s most common and well-known methodology is its problem-solving DMAIC approach. This section overviews the methodology and its high-level requirements, given that the requirements define the appropriate deliverables, which dictate the tasks and the tool selection to aid in the task. This section also outlines the DMAIC standard toolset, through the understanding of the tooltask-deliverables linkage, to facilitate appropriate selection of a tool when referencing the how to tool articles in Part 2 of this book. What Is the Main Objective of this Approach? The DMAIC (Define-Measure-Analyze-Improve-Control) is the classic Six Sigma problem-solving process. Traditionally, the approach is to be applied to a problem with an existing, steady-state process or product and/or service offering. Variation is the enemy variation from customer specifications in either a product or process is the primary problem. Variation can take on many forms. DMAIC resolves issues of defects or failures, deviation from a target, excess cost or time, and deterioration. Six Sigma reduces variation within and across the value-adding steps in a process. DMAIC identifies key requirements, deliverables, tasks, and standard tools for a project team to utilize when tackling a problem. Brief Description of DMAIC Applications This classic or traditional Six Sigma methodology was designed to solve a problematic process or product and/or service offering to regain control. It addresses improvements in productivity (how many), financial (how much money), quality (how well) and time (how fast) PFQT. Originally costs dominated the financial aspects, but lately project focus has shifted 13
2 14 Define-Measure-Analyze-Improve-Control (DMAIC) to revenues and growth. The 5-step DMAIC [pronounced duh-may-ick ] method often is called the process improvement methodology. The classic strategy reduces process variance (in total, across the activities and within-step) to bring it back on target the customer specification or requirement. Knowing that Six Sigma resolves more issues than just cycle time, Figure 1-1 highlights its impact on cycle time by contrasting a problematic process versus its post-six Sigma improved state. Problematic Process Step 1 Step 2 Step 3 Step 4 Process After Six Sigma Step 1 Step 2 Step 3 Step 4 Cycle Time Figure 1-1: Six Sigma s Impact on Cycle Time The DMAIC approach is designed to allow for flexibility and iterativework, if necessary. As more is learned through the 5-step process, assumptions or hypotheses as to the root cause of the problem may be disproved, requiring the project team to revisit them and modify or to explore alternative possibilities. For example, root cause to a sales force effectiveness issue may have been hypothesized as a sales training problem in a specific geographic region. Rather than jumping to conclusions without facts by implementing a new sales training program, the Six Sigma project team wisely decides to gather facts about the problem first. After some investigation and analysis, the team discovers that the root cause points to an issue with sales management direction, not lack of sales representatives knowledge and skills. If the project team acted upon the original assumption, time and money would have been wasted on developing a mismatched solution that would have produced poor results; the team s hard work would have gone to waste. Instead, the team did a mid-course correction based on facts, adjusted its hypothesis, and developed a solution directly aimed at the true root cause hence favorable results ensued. DMAIC builds on three fundamental principles: Results-focused; driven by data, facts, and metrics. Work is project-based (short-term in nature, with length depending on scope and complexity) and project-structured, versus an ongoing process.
3 Brief Description of DMAIC Applications 15 Inherent combination of tools-tasks-deliverables linkage that varies by step in the method. The DMAIC methodology uses a process-step structure. Steps generally are sequential; however, some activities from various steps may occur concurrently or may be iterative. Deliverables for a given step must be completed prior to formal gate review approval. Step Reviews do occur sequentially. The DMAIC five steps are DMAIC Step 1. Step 2. Step 3. Step 4. Step 5. DEFINE the problem and scope the work effort of the project team. The description of the problem should include the pain felt by the customer and/or business as well as how long the issue has existed. Hence, identify the customer(s), the project goals, and timeframe for completion. The appropriate types of problems have unlimited scope and scale, from employee problems to issues with the production process or advertising. Regardless of the type of problem, it should be systemic part of an existing, steady-state process wherein the problem is not a one-time event, but has caused pain for a couple of cycles. MEASURE the current process or performance. Identify what data is available and from what source. Develop a plan to gather it. Gather the data and summarize it, telling a story to describe the problem. This usually involves utilization of graphical tools. ANALYZE the current performance to isolate the problem. Through analysis (both statistical and qualitatively), begin to formulate and test hypotheses about the root cause of the problem. IMPROVE the problem by selecting a solution. Based on the identified root cause(s) in the prior step, directly address the cause with an improvement. Brainstorm potential solutions, prioritize them based on customer requirements, make a selection, and test to see if the solution resolves the problem. CONTROL the improved process or product performance to ensure the target(s) are met. Once the solution has resolved the problem, the improvements must be standardized and sustained over time. The standard-operating-procedures may require revision, and a control plan should be put in place to monitor ongoing performance. The project team transitions the standardized improvements and sustaining control plan to the process players and closes out the project. A DMAIC project typically runs for a relatively short duration (three to nine months), versus product development projects (using UAPL or DFSS) and operational line management (using LMAD), which can run
4 16 Define-Measure-Analyze-Improve-Control (DMAIC) years. Given the relatively shorter duration to other types of Six Sigma methodologies, we distinguish the DMAIC as having five steps, rather than phases. The DMAIC method is primarily based on the application of statistical process control, quality tools, and process capability analysis; it is not a product development methodology. It can be used to help redesign a process any process, given that the redesign fixes the initial process problem. To be implemented, the method requires four components: A measurement system (a gauge) of the process or product/service offering in trouble. Standard toolset that supports tasks to produce deliverables (including statistical, graphical, and qualitative tools and techniques). An ability to define an adjustment factor(s) to correct the process or product/service offering back on target. A control scheme to maintain the improvement or correction over time by implementing a control plan with a monitoring system to audit the response performance against statistical control limits and defined action plans if needed. What Key Overall Requirements Define this Approach? Requirements come from the customer and the business, depending on the problem scenario. The (internal and external) customer requirements get translated into what is critical-to-quality (CTQ). These CTQs define the criteria to evaluate what good looks like how well the project scope and deliverables meet requirements. Hence, the project team must meet the requirements of a phase before declaring completion and closing it out. The DMAIC method was designed and structured to answer the following overall business questions: What does the customer define as the problem? (Secondarily, is the problem sustained over time, is it chronic, or is it a one-time occurrence?) What characterizes the current problem (e.g., process and performance metrics), and how has it changed over time? (Secondarily, is the process in control, and does it have a good measurement system? Is the process capable of producing the customer requirements?)
5 What Requirement Determines the Key Activities in this Approach? 17 What are the root causes, and what improvement actions correct them to meet customer requirements again? (Secondarily, is the process capable of producing the customer requirements?) What controls should be implemented to sustain this improvement, including a warning system, action plan, and communication plan needed in case requirements fail to be met? (Secondarily, can the improvements be sustained over time?) DMAIC What Requirement Determines the Key Activities in this Approach? The preceding key business questions determine the DMAIC architecture. Figure 1-2 depicts a high-level process flow of the DMAIC method through its five steps. Define Measure Analyze Improve Control Problem over-time? In Control? Remove Known Special Causes Process Capable? Process Capable? Sustained Improvement? Close Project Good measurement system? Close Project Close Project Remove Measurement System variation Figure 1-2: High-Level DMAIC Process Flow Table 1-1 shows the linkage between the high-level business requirements and the five-step DMAIC method.
6 18 Define-Measure-Analyze-Improve-Control (DMAIC) Table 1-1: DMAIC Requirements-Step Linkage Requirements Resulting High Level Task (Step) What does the customer 1. DEFINE define as the problem? Describe in the words of the external or internal customer Voice of Customer (VOC). Define the boundary conditions set forth by the business, including regulatory environment Voice of Business (VOB). Understand the current process. What has happened over time, examine process control charts to identify incidents of common and special cause variation Voice of the Process (VOP). What characterizes the 2. MEASURE current problem (that is, Measure the problem; describe it with process and performance facts, data, and performance metrics. metrics), and how has it Determine if the process in control and if changed over-time? the measurement system is accurate. Considered iterative until metrics are gathered over time. What are the root causes? What improvement actions correct the root causes to meet customer requirements again? 3. ANALYZE Determine if the process capable of producing the customer requirements. If not, consider it iterative until root causes are identified and verified with facts and data. 4. IMPROVE Determing if the process is capable of producing the customer requirements. If not, consider it iterative until improvements are identified and verified with facts, data, and performance metrics. What controls should be 5. CONTROL implemented to sustain this Demonstrate how the improvements improvement, including a and/or changes can be sustained. warning system, action plan, Manage Risks and communication plan needed in case requirements fail to be met?
7 What Tools Are Aligned to Each Step of the Process? 19 Figure 1-3 provides a DMAIC icon that reinforces both the overall flow of a method and the purpose of each step and respective interrelationships. It summarizes the five-step DMAIC process and its notable iterative nature. Throughout the remainder of this text, Figure 1-3 will symbolize the DMAIC approach and indicate a particular step within it if appropriate. DMAIC Define Measure Analyze Improve Control Figure 1-3: DMAIC Icon What Tools Are Aligned to Each Step of the Process? Given the preceding High Level Task Step(s), the following series of tables summarize the subsequent tool-task-deliverables combination associated with each individual step within the five-step approach. The detail behind how to use each tool can be found in Part II, Six Sigma Encyclopedia of Business Tools and Techniques: Choosing the Right Tool to Answer the Right Question at the Right Time. Table 1-2: Define Tools-Tasks-Deliverables Define Measure Analyze Improve Control Step 1: DEFINE What does the customer define as the problem? Deliverables Tasks Candidate Tools and Techniques Project Charter Approved Identify Problem SMART (contract with the statement/opportunity Project Charter Form Sponsor regarding and Goal statement. containing: Problem problem, project scope, Statement (As-Is), project goal(s), key Desired State (To Be), deliverables, timeframe, and the Business Reasons and budget) Big Y over time continues
8 20 Define-Measure-Analyze-Improve-Control (DMAIC) Table 1-2: Continued Deliverables Tasks Candidate Tools and Techniques High-level Process Develop High-level Process Map Map Constructed Process Map RACI Matrix Critical Parameters Gather VOC and VOC/VOB Gathering Hypothesized Business techniques Requirements Current process control charts (VOP) Stakeholder Analysis CTQ Project Charter Develop Communi- Communication Plan Published and cation Plan template Communicated High-Level Project Finalize Project Project Charter Form Plan Defined and Charter High-level Process Approved Map SIPOC Project RACI Matrix Table 1-3: Measure Tools-Tasks-Deliverables Define Measure Analyze Improve Control Step 2: MEASURE What characterizes the current problem, and how has it changed over time? Deliverables Tasks Candidate Tools and Techniques Data Collected Identify Sources Y = f(x); Big Y and of Data little Ys Collect Baseline Data Gathering Plan Data from existing template process Control Charts Determine current Statistical Sampling Process Performance; Graphical Methods is it in control? QFD (Quality Function Remove any known Deployment) special causes; verify if process is in control
9 What Tools Are Aligned to Each Step of the Process? 21 Deliverables Tasks Candidate Tools and Techniques Process Map Defined Develop Detailed Detailed Process Map In-depth With Current Process Map RACI Matrix, revised Measures Current Measurement Validate measure- Measurement System System Capability ments and Analysis (MSA) Evaluated collection system Process Capability Is the process Analysis capable of meeting requirements? DMAIC Project Charter and Revise Problem and Project Charter; its plan Plan updated, as Goal statements as and milestones necessary needed Project RACI Matrix Update Project Plan, as needed Table 1-4: Analyze Tools-Tasks-Deliverables Define Measure Analyze Improve Control Step 3: ANALYZE What are the root causes of the current problem? Deliverables Tasks Candidate Tools and Techniques Data Analyzed Validate gaps in Y = f(x); Big Y ; little requirements vs. Ys and the Xs current metrics Critical Gap/Step Establish Y=f(X) Analysis Quantify Opportunity Pareto Charts to close gaps Statistical Analysis: rmal Distribution, Variation Correlation and Regression continues
10 22 Define-Measure-Analyze-Improve-Control (DMAIC) Table 1-4: Continued Deliverables Tasks Candidate Tools and Techniques Process Analyzed Develop Detailed Detailed Process Map Process Map (inputs, outputs, met- Establish Y=f(X) rics, process step Quantify Opportunity owners) to close gaps RACI Matrix, revised Process Mapping of Critical Parameters Y = f(x) Pareto Charts Process Capability Analysis Root Cause Analyzed Conduct Root Brainstorming Cause Analysis Technique Prioritize Root Cause and Effect Causes Diagrams Quantify Oppor- Five Whys tunity to close gaps Affinity Diagram (KJ) Hypothesis Testing of key causes and/or critical parameters (vital few Xs) Inferential statistics (Correlation and Regression) DOE FMEA Project Charter and Revise Problem and Project Charter; Plan updated, as Goal statements as its plan and milestones necessary needed Project RACI Matrix Update Project Plan, as needed
11 What Tools Are Aligned to Each Step of the Process? 23 Table 1-5: Improve Tools-Tasks-Deliverables Define Measure Analyze Improve Control Step 4: IMPROVE What improvement actions correct the root causes to meet customer requirements again? DMAIC Deliverables Tasks Candidate Tools and Techniques Potential Solution Develop Potential Brainstorming Generated Improvements or Technique solutions for root Positive Deviance causes TRIZ Potential Solution Develop Evaluation Basic DOE Evaluated Criteria Pilots/Tests Measure results FMEA Evaluate improve- Cost/Benefit Analysis ments meet targets Evaluate for Risk Solution Selected Select and Implement Pugh Concept improved process and Evaluation metrics Solution Selection matrix Force Field diagram QFD Measurement System Analysis (MSA) Process Capability Analysis Improved Path Develop Detailed Detailed Process Map Forward Implemented Future Process Map RACI Matrix, future of improvement Procedure manual (standard operating procedure) Implementation and Transition Plan Project Charter and Revise Problem and Project Charter; its plan Plan updated, as Goal statements as and milestones necessary needed Project RACI Matrix Update Project Plan, as needed
12 24 Define-Measure-Analyze-Improve-Control (DMAIC) Table 1-6: Control Tools-Tasks-Deliverables Define Measure Analyze Improve Control Step 5: CONTROL What controls should be implemented to sustain this improvement? Deliverables Tasks Candidate Tools and Techniques Control Plan Defined Document New Control Plan Design Measurement Control Charts (SPC) Process FMEA/Risk Analysis Define control plan Communication Plan Stakeholders Analysis Improvements/ Validate metrics and Measurement System Innovation Implemented collection systems Analysis (MSA) Process Capability Analysis Cost/Benefit Analysis Training Conducted Train Training/Transition plan Process Documented Document recommend- Process Map ation or improvement RACI summary and highlight Procedure manuals changes from As-Is to Improved Tracking System Establish Tracking Scorecard or Dashboard Deployed Procedure Data Mining (MINITAB graphical data analysis) Lessons Learned Revise Problem and Project Charter; its plan Documented and Goal statements to and milestones Project Closed reflect actual Project RACI Matrix Update Project Plan New SIPOC to reflect actual Record lessons learned and file along with final project documentation
13 What Are Some of the Key Concepts that Characterize this Approach? What Are Some of the Key Concepts that Characterize this Approach? There are some key characteristics that distinguish DMAIC from other Six Sigma methods. The following overview wraps up the DMAIC highlights and introduces some of its variants. 25 DMAIC How Is the Problem Defined? The problem statement in a Project Charter typically speaks to defects or variance from a target over time with an existing, steady state, process, or product. (The charter is part of a standard Six Sigma toolset used to document the project scope. See Also SMART, in Part II, p. 665) Typically, the customer should determine the target; however, at times the business, industry standard, or regulatory agency may set it. Time-based problem statements indicate the problem may be chronic (has persisted for a period of time), which helps create a case for change (versus a one-time occurrence) to incite interest in and resources to tackle the issue. Common metrics include DPMO (Defects per Million Opportunities (or units)), PPM (Parts per Million), Mean Time between Failures (MTBF), Cost, Percent Variance, or Errors. What Is Commonly Measured? Typically, three key items are measured: Output (or Outcome) The end result of the process (or product) requiring improvement Process The workflow (of activities and items) that produces the output Inputs The raw materials and information used by the process to produce the output The relationship of these three key items often is described as an equation: Y = f(x), which reads, Y is a function of X. The Y refers to the output(s); the X refers to the key measures from the process variables (inputs and/or the process itself). See Also Y=f(x), in Part II, p The DMAIC project goal is to identify the critical (or vital few) Xs the root cause of the problem and select their optimal level(s) to best drive the desired improvement in the output performance (sometimes called the Big Y ). This language sounds foreign to many people not comfortable with mathematically-structured sentences; however, it is readily used in most Six Sigma texts. A simpler articulation is the goal of a DMAIC project is to improve PFQT Productivity (how many), Financial (how much money), Quality (how well), and Time (how fast).
14 26 Define-Measure-Analyze-Improve-Control (DMAIC) Are There any DMAIC Variations? There are two prevalent variations to the traditional DMAIC method. Both build on the DMAIC fundamentals but add new dimensions to extend its applications. The first is DMAIIC, wherein innovation is added for situations where a simple improvement modification is inadequate and a new design may be required. (te that in the technical, engineering arena that an innovation adaptation typically aligns with the DMADV method. DMADV distinguishes itself from DMAIIC by not only its often unique environment scenario, but also it usually calls for a requirement of building a new process (or product design) from scratch at the start of the project; whereas, DMAIIC often is unaware of the redesign requirement until much later into the project lifecycle. See Also DFSS, in Section 3, p. 45) The second is Lean Six Sigma, which adds concepts of velocity, value-add, and flow to the DMAIC concepts. 1. DMAIIC Adding an I for Innovation Many organizations have found that improving a current process or product may not be enough to deliver the desired results, and at times innovation is needed. Since the project teams have just completed the Define-Measure-Analyze stages of the process and are in the midst of Improve, rather than starting over from scratch, project teams have found that the work done to this point is a good foundation for innovation work. Hence, some companies have built on the DMAIC framework already in-place and added a second I for innovation to keep the project team progressing. Therefore, the variation is Define-Measure- Analyze-Improve/Innovate-Control. Figure 1-4 shows the DMAIIC flow diagram and depicts how the Innovate tasks integrate into the classic DMAIC model. 2. Lean Six Sigma Adding Lean Concepts By incorporating lean concepts into DMAIC, the project adds a dimension of velocity (i.e. improved cycle time), value-add, and flow to what Six Sigma already offers. Both concepts share similar views on customer-focus, process-centric work, and appropriate tools. Lean simply adds a deeper set of tools to eliminate waste between process steps handoffs. Often DMAIC provides a project the big picture view (what the customer values balanced by business values) and process stabilization and capability while Lean introduces speed and flow concepts at a more detailed level. The Define-Measure-Analyze-Improve-Control structure still holds true for Lean Six Sigma projects. See Also Lean and Lean Six Sigma, Section 2, p. 29, for more details on Lean.
15 Summary 27 Define Measure Analyze Improve/ Innovate Control Problem over-time? Close Project In Control? Good measurement system? Remove Known Special Causes Process Capable? Close Project Process Capable? Can goals be achieved with existing process? Sustained Improvement? Close Project DMAIC Remove Measurement System variation Resign process and/or product/ services offering Figure 1-4: High-level DMAIC Process Flow Summary Many view DMAIC as the foundation of Six Sigma. DMAIC is best used as an iterative problem-solving method to combat variation in an existing, steady-state process. Students of the quality and process improvement often start by learning the DMAIC approach because most other methodologies derive from its fundamental structure and concepts. Components of the standard DMAIC toolset also can be found in the tool suite of other Six Sigma approaches.
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Quality excellence to enhance your career and boost your organization s bottom line Certification from ASQ is considered a mark of quality excellence in many industries. It helps you advance your career,
WHITE PAPER Combining ITIL and Six Sigma to Improve Information Technology Service Management at General Electric CONTENTS Combining ITIL and Six Sigma to Improve Information Technology Service Management
ABOUT THE AUTHORS WHITE PAPER ABOUT THE AUTHORS Malcolm Fry is a recognized IT industry luminary with over 35 years experience in Information Technology in a number of industries, including retail, production,
Audit Checklist The following provides a detailed checklist to assist the audit team in reviewing the health of a project. Relevance (at this time) How relevant is this attribute to this project or audit?
A C T A U N I V E R S I T A T I S L O D Z I E N S I S FOLIA OECONOMICA 257, 2011 Maciej Urbaniak REASONS AND BENEFITS OF IMPLEMENTING SIX SIGMA IN THE EMPIRICAL STUDY OF ENTERPRISES OPERATING IN POLAND
Improving Nurse Scheduling in Operating Rooms using Lean Principles How It Can OptimizeCosts 1 Hallmark Healthcare Solutions TABLE OF CONTENTS Introduction... 3 Lean and Six Sigma... 8 Readiness Assessment...
Maximising the power of your Supply Chain Tony Fedorowicz Orica Introduction Depending on how you define them, Supply Chains can encompass the whole business operation or represent a key component of it.
International Review of Applied Engineering Research. ISSN 2248-9967 Volume 4, Number 1 (2014), pp. 33-38 Research India Publications http://www.ripublication.com/iraer.htm Study of Productivity Improvement
3 DATA QUALITY MATURITY CHAPTER OUTLINE 3.1 The Data Quality Strategy 35 3.2 A Data Quality Framework 38 3.3 A Data Quality Capability/Maturity Model 42 3.4 Mapping Framework Components to the Maturity
Green ICT Project Project Management Plan Project Manager: Samuel Fernandes Date: March 21 2011 Version: 2.0 1 A N U g r e e n : S t r a t e g i e s f o r S u s t a i n a b i l i t y List of Abbreviations
The Two Key Criteria for Successful Six Sigma Project Selection Advantage Series White Paper By Jeff Gotro, Ph.D., CMC Introduction Encouraged by the results of Six Sigma deployment at Motorola, AlliedSignal
The Project Management Life Cycle By Jason Westland (A book review by R. Max Wideman) 11/17/07 Introduction Editor's Note: We liked so much of this book that we asked for the author's permission to quote
Improving Organizational Capability Effective Project Management of Team Based Business Improvement Projects IQA North London Branch Meeting Thursday 15th February 2007 Terry Rose, Quality Advantage Ltd.
CAPACITY AND AVAILABILITY MANAGEMENT A Project Management Process Area at Maturity Level 3 Purpose The purpose of Capacity and Availability Management (CAM) is to plan and monitor the effective provision
Technical white paper Enterprise Business Service Management Key steps and components of a successful solution Table of contents Executive Summary... 2 Setting the goal establishing an IT initiative...