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Using EFQM and the DMAIC Approach together.

Using EFQM and the DMAIC Approach together.

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DMAIC for sharing Presentation Transcript

  • 1.  The EFQM Excellence Model provides a management framework that enables any organisation, regardless of size, sector or maturity, to determine their current strengths and the priority improvement areas that will enable them to more effectively implement their strategy. The DMAIC Improvement Methodology provides a structured approach for identify and implementing appropriate solutions to address the improvement opportunities identified in an EFQM assessment. Using both together helps focus improvement actions on achieving your strategic objectives. ©EFQM 2011
  • 2.  There is close alignment between the RADAR Cycle & the DMAIC process:  Define the objective  Understand the current performance  Identify the root cause and appropriate solutions  Implement the improvement  Check whether it has been effective ©EFQM 2011
  • 3.  The DMAIC Methodology is based on techniques commonly used in Six Sigma and Lean. It provides a scalable tool that can be applied to relatively simple problems with limited data, such as those identified through perception surveys, through to complex, Six Sigma improvements. The DMAIC Storyboard enables the improvement to be explained from beginning to end on a single page, aiding communication. ©EFQM 2011
  • 4. Define Measure Clearly define the  Include here measures and other relevant data to show the objective you want to current performance. achieve.  This will be the baseline against which any improvement will be measured. Analyse During this phase you determine the root cause of the problem. You can use a number of different problem solving tools and analytical techniques to achieve this. At the end of this phase, you should have selected the most appropriate solution to address the root cause you have identified. Improve Check This is the implementation plan for the solution you  Check whether the have chosen. improvement implemented has It could be a simple table or a Gantt Chart, showing achieved the objective originally who is doing what and when it is due to be delivered. set. ©EFQM 2011
  • 5.  The following example is based on a real project from one of our members. We’ve chosen this example to demonstrate DMAIC being used in a non-manufacturing environment. It uses a 4 step approach to the “Analyse” phase, involving a group of people to brainstorm the issues, identify what they can control and suggest the improvement actions required. ©EFQM 2011
  • 6. Define Measure The EFQM assessment identified “sharing of best practices between countries” as an opportunity to improve. Target: 20 “best practices” implemented by the end of the year. Analyse Improve Check ©EFQM 2011
  • 7. Define Measure The EFQM assessment identified  “Best Practices” identified and recognised through “sharing of best practices between annual CEO Awards. countries” as an opportunity to  Submission Documents circulated to all countries. improve.  No tracking in place to determine whether BP is Target: 20 “best practices” implemented in other countries. implemented by the end of the year. Analyse Improve Check ©EFQM 2011
  • 8. PEOPLE PROCESS SYSTEMS Don’t have Process owners Don’t have a clear standardised don’t think about idea of what other processes across gaining external companies need PROBLEM Group view STATEMENT: No feedback Not clear what There is a lack Not clear who is information needs to responsible for afterwards to be shared or in what of knowledge show how sharing information has level of detail & “best information been used practices” Different sharing across languages the GroupPerception that it takes too much Limited access to time to share or TQMRs have a Culturally we are information from ask number of internally focused other companies responsibilities TIME RESOURCES ENVIRONMENT ©EFQM 2011
  • 9. PEOPLE PROCESS SYSTEMS Don’t have Process owners Don’t have a standardised don’t think about clear idea of processes across gaining external what other Group view companies need No feedback Not clear what PROBLEM Not clear who is information needs responsible for afterwards to STATEMENT: There to be shared or in show how sharing information has what level of detail is a lack of information been used knowledge & Different “best practices” languages sharing across the GroupPerception that it Limited access to Country Reps Culturally we are takes too much information from have a number internally time to share or other companies of focused ask responsibilities TIME RESOURCES ENVIRONMENT Outside Control Can Influence Can Control ©EFQM 2011
  • 10. All countries to Countries to provide list of update learning PEOPLE PROCESS information they SYSTEMS We can use the following need improvement “RADAR Don’t have a Template” to cycles BE Group to co- clear idea of share ordinate feedback what other information loop via scorecard companies need Not clear what No feedback PROBLEM Not clear who is information needs afterwards to responsible for show how to be shared or in STATEMENT: There sharing what level of detail information information has is a lack of been used knowledgeBET responsible for Group by sharing across facilitating & co- ordinating Fundamental the Group “RADAR Concept Limited access to Template” will information from be stored on other companies Intranet TIME RESOURCES ENVIRONMENT ©EFQM 2011
  • 11. Action Owner DueUpdate database & add RADAR templates Group BE End of Q1Circulate request for list of knowledge required Group BE End of Q1Complete & return list of knowledge requirements Country BE End of Q1Complete RADAR Template Country BE End of AprilReview requirements and establish contact with relevant OC Country BE End of May ©EFQM 2011
  • 12. Define Measure The EFQM assessment identified  “Best Practices” identified and recognised through “sharing of best practices between annual CEO Awards. countries” as an opportunity to  Submission Documents circulated to all countries. improve.  No tracking in place to determine whether BP is Target: 20 “best practices” implemented in other countries. implemented by the end of the year. Outside Influence Analyse Proposed Solution Don’t have standardised processes  Country BE across borders Representatives become Within Influence Culturally we are internally focused responsible for sharing Within Control “key approaches” Not clear who is responsible for  Group BE to establish sharing information reporting process. Improve Check ©EFQM 2011
  • 13. Define Measure The EFQM assessment identified  “Best Practices” identified and recognised through “sharing of best practices between annual CEO Awards. countries” as an opportunity to  Submission Documents circulated to all countries. improve.  No tracking in place to determine whether BP is Target: 20 “best practices” implemented in other countries. implemented by the end of the year. Outside Influence Analyse Proposed Solution Don’t have standardised processes  Country BE across borders Representatives become Within Influence Culturally we are internally focused responsible for sharing Within Control “key approaches” Not clear who is responsible for  Group BE to establish sharing information reporting process. Improve CheckAction Owner Due CompleteUpdate database & add RADAR templates Group BE End of Q1 YesCirculate request for list of knowledge required Group BE End of Q1 YesComplete & return list of knowledge requirements Country BE End of Q1 YesComplete RADAR Template Country BE End of April YesReview requirements and establish contact with relevant OC Country BE End of May Yes ©EFQM 2011
  • 14. Define Measure The EFQM assessment identified  “Best Practices” identified and recognised through “sharing of best practices between annual CEO Awards. countries” as an opportunity to  Submission Documents circulated to all countries. improve.  No tracking in place to determine whether BP is Target: 20 “best practices” implemented in other countries. implemented by the end of the year. Outside Influence Analyse Proposed Solution Don’t have standardised processes  Country BE across borders Representatives become Within Influence Culturally we are internally focused responsible for sharing Within Control “key approaches” Not clear who is responsible for  Group BE to establish sharing information reporting process. Improve CheckAction Owner Due Complete Total Shared = 20Update database & add RADAR templates Group BE End of Q1 Yes Total Implemented = 19Circulate request for list of knowledge required Group BE End of Q1 YesComplete & return list of knowledge requirements Country BE End of Q1 YesComplete RADAR Template Country BE End of April YesReview requirements and establish contact with relevant OC Country BE End of May Yes ©EFQM 2011