DMAIC

Dr. Ron LembkeSCM 462

SELECTION CONSIDERATIONS

Financial return Impact on customers and

organizational effectiveness Probability of success Impact on employees Fit to strategy and competitive

advantage

SELECTING PROJECTS

Conformance Projects Unstructured Performance Projects

Problems because system poorly specified Efficiency Projects

Acceptable products, not meeting internal goals Product Design

Not meeting customer CTQ Process design

DMAIC

Define Measure Analyze Improve Control

(Alternate meaning: Dumb Managers Always Ignore Customers)

DEFINE

Charter / rationale for the project Why this, not others, need for project, costs, benefits

Developing a project charter (statement of the project)

Scoping: Improve motor reliability Most problems from brush wear Problem with brush hardness Reduce variability of brush hardness

DEFINE

Gather voice of the customer data to identify critical-to-quality (CTQ) characteristics important to customers

Select performance metrics What are current levels Expected improvements What will need to be done, by whom

DEFINE

SIPOC Understand the relationships between Suppliers Inputs Process Outputs Customers

MEASURE Develop operational definitions for each CTQ

characteristic Figure out how to measure internal processes

affecting each CTQ, KPOV (Key process output variables), KPIV (Input Vars) Y = F(x)

Figure out what data we need to collect Easy to collect correctly Interrupt process as little as possible Collectors understand why collecting “gage study” to determine the validity (repeatability

and reproducibility) of the measurement procedure for each CTQ

Baseline data Collect baseline capabilities for each CTQ Determine the process capability for each CTQ

Y=F(X)

CHECKSHEET

Consider all possibilities Be clear – no guessing, training? You might have forgotten some Might need to revise – some cover too

many things Learn about different cases

PARETO CHART

3. Collect the data 5. Tabulate the data – Do as %, if you

want to (6. Put each problem into dollars of

cost, most complaints, lost employee minutes, etc.)

8. Sort biggest to smallest, graph. Analyze – p. 87 – what would you fix?

PARETO CHART

Further study of major categories Grouping together smaller ones Look for common causes

ANALYZE Understand why defects and

variation occur Find the root causes 5W = 1H Identify key causes

Experiments to verify impact Formulate hypothesis, collect data

ANALYZE

Does the process work the way we think it does? Identify upstream variables (x’s) for each CTQ

Process mapping Operationally define each x Collect baseline data for each x Perform studies to determine the validity

(repeatability and reproducibility) of the measurement process for each x

Establish baseline capabilities for each x Understand the effect of each x on each CTQ

IMPROVE

Brainstorm ideas of potential root causes– everyone participates Generate ideas about potential root causes Understanding the process, not solving the problem

yet

CAUSE AND EFFECT DIAGRAM

Ishikawa, Fishbone Puts things in an organized way Separate things into manageable parts (like KJ in

that way) Methods, Materials, Machines, People,

Environment, Information Create the diagram Analyze the diagram – look for cost

effective solutions!

WHY-WHY

Ask “why” 5 times, or as many as it takes

List of next steps, things to investigate

GRAPHS

Scatter plots - Look for trends Run charts – same thing

DJIA = Financial Performance?

IMPROVE

Determine optimal levels of critical x’s to optimize the spread, shape and center of the CTQ’s

Action plans to implement the optimal level of the x’s

Conduct pilot test of the revised process

RUN INTO RESISTANCE?

Force Field!

FORCE FIELD ANALYSIS

For and against Action items for each Strength of each

CONTROL

Risk abatement planning and mistake-proofing to avoid potential problems with the revised settings of the x’s

Standardize successful process revisions in training manuals

Control revised settings of the critical x’s Turn revised process over to the process owner

for continuous improvement using the PDSA cycle

REPORT PHASE

Tell everyone what you did, so they can learn from it

HW – P. 97

Questions 3, 4, 6, 7, 10, 16