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Framework for Success: DMAIC

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Presentation on theme: "Framework for Success: DMAIC"— Presentation transcript:

1 Framework for Success: DMAIC
An overview of the DMAIC methodology

2 Introduction Rob Ronnenberg Began Lean Six Sigma (LSS) in 2007
Kaizen training and experience Experience in distribution centers, healthcare supply chain management, manufacturing, government Six Sigma Black Belt 2015

3 Precursor to DMAIC Lean manufacturing or lean Six Sigma
Methodology focusing on eliminating waste in a process or system Six Sigma Methodology for improving process capabilities and decreasing variation (defects) Framework from which DMAIC was created

4 What is DMAIC? A framework for identifying and solving problems with a structured approach Specific activities and tools at each step Best with existing processes needing improvement Helps to identify issues and create best practices Scalable to fit project needs Blueprint and toolbox for success Pronounced as de-MAY-ick or duh-MAY-ick

5 What DMAIC is Not? Not a project management replacement
Not the same as project management PM is to get from A to Z on time and within budget DMAIC is to get from A to ? to improve the operation Not an effective method for designing new processes, products, or services

6 When Should DMAIC be Used
Used with existing processes or systems When the problem is complex and not easily understood If the risks are high Stick with the framework When the scope is clearly defined In a process you can quantify with data Only when there is buy-in from key people Process owner, stakeholders, leadership, customers

7 Acronym for 5 Phased Approach
Activities and tools for each step Define Measure Analyze Improve Control

8 Define Phase: Activities
Building the foundation Validate the problem statement Verify and limit the scope Critical to success Generate or review the project charter Validate the customer and business needs Validate financial impact and benefits Select the team members and start date Develop a project schedule

9 Define Phase: Tools SIPOC exercise Voice of the customer
Scope, stakeholders, inputs, and outputs Voice of the customer Capture the Critical To Quality (CTQ) items Project charter Communication plan Timelines and milestones Gantt Chart

10 SIPOC Example

11 Measure Phase: Activities
Determine the process capability and impact data Review Value Stream Map (VSM) if available Create process or swim lane map Identify key inputs, outputs, and process steps SIPOC deep dive and validation Create operational definitions Develop a data collection plan Identify baseline data points and sources Validate the data and measurement systems

12 Measure Phase: Tools Process mapping and detail identification
Walk the process if possible Implement data collection plan Generate data through reporting means Capture data using histograms, check sheets, timings, scatter diagrams, etc. Sample the data for accuracy Document the baseline Manual capture, spreadsheets, systematic reporting tools Validate existing process capacity

13 Process Map Example

14 Analyze Phase: Activities
Review findings and begin root cause identification Dive into data and process to identify root causes Propose the critical inputs and outputs (X’s & Y’s) Verify these for estimated impacts Confirm root causes to X’s and Y’s, eliminate the known Quantify the impact of root causes on key points Data, product, process steps, variation in general Prioritize the root causes on order of impact Consider root cause impact on overall capacity

15 Analyze Phase: Tools Takt/cycle time analysis (beat of the process)
Process constraints prioritization Where are the boulders? Cause and effect analysis (fishbone diagram) Components of variation analysis Hypothesis testing Brainstorming for solutions Many different options for tools to use Closed world or MacGyver scenario

16 Overall Effect on the Process Major Cause or Category
Fishbone Diagram Overall Effect on the Process Major Cause or Category Contributing factor Issue(s) Man Method Measurement Mother Nature Machine Material

17 Improve Phase: Activities
Develop, evaluate, and pilot solutions Develop a “ideal state” (process map if possible) What steps are eliminated? How does the process change? Brainstormed solutions should be piloted Confirm solution or adjust as needed Document impacts to capacity and project goals Develop an implementation plan Communication, training, wider rollout, etc.

18 Improve Phase: Tools Tools depend on the project environment
5S workspace optimization Kaizen as part of a larger project DMAIC is often the guiding framework for Kaizen Process flow improvement and process balancing Analytical batch sizing Solution selection matrix (benefit and effort) Piloting and simulation exercises

19

20 Benefit and Effort Matrix
High Low Med Benefit Effort

21 Control Phase: Activities
Implement solutions and ensure ongoing success Create and communicate a control plan Develop standard work/procedures Create training plan Employ error proofing measures Finalize metrics to compare beginning and ideal state Process and financial metrics for impact of the project Transition the project and maintenance to future owners Look for replication opportunities

22 Control Phase: Tools Tools depend on the project environment
Document a process control plan for sustainability Who, what, where, when, why (training) Written Standard Operating Procedures (SOP’s) Visual tools for monitoring and adjusting as needed Takt board or report with frequent updates on current status Future project summary for replication or other identified opportunities Formal handoff or warm delivery to project replication team

23 Process Management Control System
Process Description: Process Customer: Customer Valid Requirement: Outcome Results Indicator: Process Flowchart Process and/or Results Indicators CHECKING Misc. Information Position Process Control Charts Control Limits Checking Item Frequency Responsibility Contingency Plan Include: - Abbreviations - Procedures - Remarks, etc. Step/ Time AND Results Indicator Chart Specs/ What to Action Req'd for Exception Targets Check When to Check Who Checks Rev # Date Revision Description By Appr Approved: ______________________________________ Date: ____________________ File:

24 Avoid Pitfalls Define Measure Analyze Scope creep or boiling the ocean
Wrong people involved or not having buy in Poorly defined, unclear, unrealistic goals Measure No data or inaccurate date Poor understanding of the process, no SME’s Analyze Focusing on symptoms instead of root causes Not enough understanding of the key X’s and Y’s

25 Avoid Pitfalls Improve Control (critical and most difficult)
Solving by spreading out the issues or addressing symptoms Implementing solutions without testing and reviewing Not considering alternative ideas, going with what is known Control (critical and most difficult) Communication is key, poor communication can cause failure Not documenting the improvement plan in detail Bypassing the training and sustainment process

26 DMAIC Summed Up Define – clearly articulate the problem statement, project goals, and scope Measure – determine the process capability and impact, capture metrics to validate Analyze – review the information from measure, identify root causes, develop potential solutions Improve – implement the solutions to address root causes, review the results, adjust the solutions to fit Control – document the project, create a sustainment plan, hand off control to those in charge, report out results

27 Closing Thoughts DMAIC is a framework meant to be adaptable and scalable to the project Different approaches and toolsets for different scenarios Like a mechanic, choose the tool for the job at hand Like PM, invested effort up front will increase likelihood of success throughout Tried and true methodology for success when used in the right settings the right way Could be a powerful ally to PM when used together

28 Thank you for your time Comments or Questions?


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