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

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?