Framework for Success DMAIC An overview of the

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Framework for Success: DMAIC An overview of the DMAIC methodology

Framework for Success: DMAIC An overview of the DMAIC methodology

2 Introduction • Rob Ronnenberg • Began Lean Six Sigma (LSS) in 2007 •

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 • Methodology focusing on eliminating

3 Precursor to DMAIC • Lean manufacturing or lean • 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

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

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 •

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

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

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 • Scope, stakeholders, inputs, and outputs •

9 Define Phase: Tools • SIPOC exercise • 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

10 SIPOC Example

11 Measure Phase: Activities Determine the process capability and impact data • Review Value

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

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

13 Process Map Example

14 Analyze Phase: Activities Review findings and begin root cause identification • Dive into

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

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 Mac. Gyver scenario

16 Fishbone Diagram Major Cause or Man Category Contributing factor Material Contributing factor Contributing

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

17 Improve Phase: Activities Develop, evaluate, and pilot solutions • Develop a “ideal state”

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 depend on the project environment • 5 S workspace optimization

18 Improve Phase: Tools depend on the project environment • 5 S 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

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20 Med Low Benefit High Benefit and Effort Matrix Low Med Effort High

20 Med Low Benefit High Benefit and Effort Matrix Low Med Effort High

21 Control Phase: Activities Implement solutions and ensure ongoing success • Create and communicate

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 depend on the project environment • Document a process control

22 Control Phase: 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: Process Flowchart Position Step/ Time

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

24 Avoid Pitfalls • Define • Scope creep or boiling the ocean • Wrong

24 Avoid Pitfalls • Define • 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 • Solving by spreading out the issues or addressing

25 Avoid Pitfalls • Improve • 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 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,

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

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?

28 Thank you for your time Comments or Questions?