How to Plan for the DMAIC Approach Gain buy-in of leadership Appoint team Members with variety of skills & experience Some who know the process to be studied.

Slides:



Advertisements
Similar presentations
Demystifying 6.
Advertisements

1 Division of Aging and Adult Services (DAAS) Knowledge Management and Transfer Project 7/30/12.
Resumes. Four basic types of resumes Chronological Functional Combination Curricula Vitae (CVs)
ONIT Consulting LLC Who’s on your project? Q9 Initiative Presented by: Anna Gabara.
Project leaders will keep track of team progress using an A3 Report.
QA Programs for Local Health Departments
Direct Request for Articles A rticle L icensing I nformation A vailability S ervice Mark Sullivan IDS Systems Administrator.
Practical Scenarios-- Using OCLC WorldCat Resource Sharing Statistics Reports: Practical Tips Overview: OCLC WorldCat Collection Analysis, ILL Analyses.
©2003 Prentice Hall Business Publishing, Cost Accounting 11/e, Horngren/Datar/Foster Strategy, Balanced Scorecard, and Strategic Profitability Analysis.
Tumolo’s Toolbox 7 Step Improvement Process.
© Prentice Hall CHAPTER 9 Application Development by Information Systems Professionals.
Strategy, Balanced Scorecard, and Strategic Profitability Analysis
SE 450 Software Processes & Product Metrics 1 Defect Removal.
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing 1 Chapter 13 Tools for Process Improvement.
Development Processes and Product Planning
Presented by Kenneth Kinslow.  A resource sharing system created by the ILL staff at Colorado State in  It is for articles only.  Let’s take.
6  Methodology: DMAIC Robert Setaputra. PDCA / PDSA PDCA / PDSA is a continuous quality improvement tool. PDCA is introduced by Shewhart. PDSA is Deming’s.
Overview of DMAIC A Systematic Framework for Problem Solving
Succession Planning and Management Dr. Rita Martinez-Purson Dean of Continuing Education University of New Mexico.
ALIAS Unmediated article requesting using the IDS Project's Article Licensing Information Availability Service (ALIAS) and ILLiad ILLiad Conference 2009IDSProject.org.
Choosing Your Primary Research Method What do you need to find out that your literature did not provide?
Measure Up! 6 Sigma and Libraries Lesley Farmer and Alan Safer CSU Long Beach / 1.
Development of Six Sigma
Using Six Sigma to Achieve CMMI Levels 4 and 5
Program Participants: Department Managers, Project Leaders, Senior officers, Black Belt candidates and anyone who desires an understanding of Lean Six.
Tools for Process Improvement
AQIP Quality Checkup Visit Six Sigma Annette McIver Project Coordinator Human Resource Development/ SkillsMAX March 14, 2008.
N By: Md Rezaul Huda Reza n
Jis - associates We believe in the power of people.
Team Chartering Six Sigma Foundations Continuous Improvement Training Six Sigma Foundations Continuous Improvement Training free six sigma site.
Charting Library Service Quality Sheri Downer Auburn University Libraries.
Chapter 13: Developing and Implementing Effective Accounting Information Systems
1 Human Performance Improvement Process INTRODUCTION Connie Johnson.
NDIA Systems Engineering Supportability & Interoperability Conference October 2003 Using Six Sigma to Improve Systems Engineering Rick Hefner, Ph.D.
CS532 Term Paper Applying Six Sigma Methodology In Software Engineering Sourabh Bandyopadhyay.
1 CONCERT 2004 Power to the Librarian Delivering Transparency in the Serials Market Doug McMillan Managing Director Bowker UK Ltd.
Director of Evaluation and Accountability Manager, UW’s Grand Rapids, Michigan Robert McKown, CIRS Director of Evaluation and Accountability Sherri.
REQUESTING ARTICLES InterLibrary Loan (ILL). Article Delivery & Turnaround Time Articles are scanned and delivered electronically Turnaround is 24 hours.
A rticle L icensing I nformation A vailability S ervice IDS Project Information Delivery Services Mark Sullivan Library Systems Administrator SUNY Geneseo.
Report on the Benchmarking Study Evaluation 2006 Margarita Moreno, Manager Document Supply Service National Library of Australia.
STEP 1: DEFINE THE PROBLEM Problem Statement: What is the problem? A problem is a discrepancy between a standard and the current situation. The ‘standard’
1 The Concept of Risk A risk is defined as a variable that can take a value that endangers or eliminates success for a project. In plain terms, a risk.
TEPM 6304: Quality Improvement in Project Management Project Quality Management & Course Overview.
Six Sigma Overview Presented by: >. Agenda What is Six Sigma? History of Six Sigma Six Sigma Methodology When to use Six Sigma? Different Six Sigma belts?
Systems Analysis and Design in a Changing World, Fourth Edition
Chapter 6: THE EIGHT STEP PROCESS FOCUS: This chapter provides a description of the application of customer-driven project management.
Charting Library Service Quality Sheri Downer Auburn University Libraries.
DMAIC: Measure Robert Setaputra.
Traditional Economic Model of Quality of Conformance
Chapter 13 Tools for Process Improvement MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing 1.
Discuss the analytical skills, including systems thinking, needed for a systems analyst to be successful Describe the technical skills required of a systems.
IT Project Management, Third Edition Chapter 8 1 Chapter 5: Project Quality Management.
Info-Tech Research Group1 Manage IT Budgets & Cost World Class Operations - Impact Workshop.
Purchasing Cards. What is a Purchasing Card? It is a type of commercial credit card, used by organizations for payment of goods and services. This tool.
1 GWLA Spring RSDD Meeting May 10, 2006 Salt Lake City, UT Peery Hotel University of Arizona (AZU) Presentation Jeanne Voyles Ellen Knight Linda Dols.
Last Updated: MONTH, YEAR Team: M. W. (Team Leader)R. F. T. D.M.G. T. L.D. J. (Sponsor) Green Belt Project Objective: TITLE Green Belt Project Objective:
Library consortium potentials in the 21st century
Six-Sigma : DMAIC Cycle & Application
Lean Six Sigma DMAIC Improvement Story
Improving Existing Products & Services
SYSTEMS ANALYSIS Chapter-2.
Quality Certification
Lean Six Sigma DMAIC Improvement Story
OPS/571 Operations Management
Lean Six Sigma DMAIC Improvement Story
Quality Management Six Sigma
BPT 2423 – STATISTICAL PROCESS CONTROL
DMAIC Roadmap DMAIC methodology is central to Six Sigma process improvement projects. Each phase provides a problem solving process where-by specific tools.
DMAIC STANDARD WORK TEMPLATE
DMAIC STANDARD WORK TEMPLATE
Presentation transcript:

How to Plan for the DMAIC Approach Gain buy-in of leadership Appoint team Members with variety of skills & experience Some who know the process to be studied and will implement the new process Some who don’t know the process and have no bias Someone who has clout to get buy-in from the top People who have strengths on different parts of DMAIC Questioners, learners openness to change Formal in-depth training is key Consultant availability helps Define Establish a compelling reason for improving the process; clearly describe the actual situation and the goals for improvement Analyze Make sense of the data and use it to discover root causes of delay, waste, poor quality, and high costs Improve Generate, pilot and implement solutions that address the root causes and improve quality, manage or reduce costs, and are acceptable to the larger organization Measure Factually understand the problems; collect and display data that will narrow the range of potential causes Control sustain and control process performance, now and in the future DMAIC This is an iterative process. You may need to repeat a previous step or steps as new issues arise. You Want Your ILL When? Abstract: Document Delivery Team studied the article borrowing process for improvement using the DMAIC method. When to use DMAIC? Where variation in product or service quality is hurting your customer relationship When costs no longer sustainable When measures suggest the use of control charts or other data analysis tools will help identify the current process capability and the cause of problems How DMAIC was implemented at the U of A: Buy-in: Budget /staffing reductions, new work, organizational focus quality and customers Training: Some former experience; identification of need for organizational competence—in depth training PIR Group volunteers —formed as a resource team—skills and abilities we identified Selection of projects—proposals evaluated by leadership Selection of first project —ability to be successful/ data available, buy in on improvement needed

DDT: Define Phase Problem high average cost per request with an anticipated increase in ILL article borrowing request due to serial cuts Customers want a shorter turn-around-time Objective decrease turn-around-time with no cost increase Parameters focus on borrowing journal articles no additional staff added to process DDT: Measure Phase Review capabilities of existing systems and what data can be extracted Negotiate with vendors to get the data you need Collect data manually where there are gaps Statistical Process Control (SPC) Charts point to areas needing further analysis DDT – Control Phase New Quality Standard: 80% of journal article requests will be filled in 3 days. Check progress monthly using XmR charts and Histogram to point to process problems. Monthly team meetings to review data and reinforce the importance of the quality standard. Review changes that need to be made internally. Update training documentation as needed. Future: Plan for customer satisfaction survey in Fall Lending process: Applied root cause analysis to evaluate not meeting turnaround time quality standards in this process. DDT: Improvement Phase Used ‘down-time’ of existing evening and weekend library staff for searching and electronic delivery of articles Replaced student employees with full time and temporary staff for searching Added additional hours for searching evenings and weekends Negotiating with lenders to staff on weekends Encourage lenders to use ODYSSEY scanning software -- eliminates a step in receiving electronic articles process -- direct from lender to customer DDT: Analyze Phase Tool: Pareto of root causes Evening and weekend lag time for electronic delivery of articles (29% of cause) Evening and weekend lag time for searching article requests (26% of cause) Lender Staffing evening and weekend processing lag (18% of cause) Training on the process related to choosing best ISSN to match Rapid holdings (6% of cause) Problem searching lag (4% of cause) DMAIC is an iterative process Searching staff canceled 10% of article requests as owned by our library Examined further and discovered we actually held 25% of requested articles Pointed to new problem our customers and staff have difficulty interpreting our catalog -- need to investigate Right Now? UA Libraries’ Project: ILL Journal Article Delivery