Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

DMAIC Recap - ESTIEM Lean Six Sigma Green Belt Course

These slides are part of the ESTIEM Lean Six Sigma Green Belt course which also includes 13hr of video by Gregory H. Watson.
For more info about the ESTIEM Lean Six Sigma Green Belt course visit https://internal.estiem.org/leansixsigma

  • Be the first to comment

  • Be the first to like this

DMAIC Recap - ESTIEM Lean Six Sigma Green Belt Course

  1. 1. DMAIC Recap for publication
  2. 2. What do you remember about Define? SIPOC gives a high-level overview of your process Project Charter SIPOC EDA DEFINE I-chart Pareto Process Capability Analysis Boxplot Focuses direction Problem statement Goals / objectives Project scope Project teamTimeline Deliverables Leveraging opportunities Key process measurement VA vs. Optimize NVA – Required Reduce NVA - Waste Eliminate Critical Customers Critical Suppliers The Process Defined inputs Defined outputs The Project Charter Regarding project Regarding process Get first insights of the data
  3. 3. Output of the Define phase Defined Project High level description of process Current performance of Y measure
  4. 4. Fishbone Diagram Balance the takt time line & get ‘Good Flow’ MEASURE MSA Identify the X’s that possibly contribute to Y Start w. 7M Activity Decision Control Get Operational definitions Qualitative: Attribute Agreement Analysis Quantitative: 1.Determine Measurement Capability 2.Conduct Gage R&R Analysis On Factors MSA useful when: ▪ MS uncertainty is present ▪ No standardization in MS ▪ Setup of new MS Determine the Y Use 5 Why’s SIPOC What do you remember about Measure? EDA I-chart Pareto Process Capability Analysis Boxplot Deployment Diagram Identify rational subgroups PLAN/ ACTIONS/ TASKS PROB LEMS EFF ECTS LIKELY CAUSES PPA (Part I)
  5. 5. Output of the Measure phase Quantified the performance gap to be closed Identified rational subgroups that cause the biggest performance gap
  6. 6. ANALYZE EDA I-chart Pareto Process Capability Analysis Boxplot Support Prioritization Focus on Sev. & Occ. What do you remember about Analyze? PPA PLAN/ ACTION S/ TASKS PRO BLE MS EFF EC TS LIKELY CAUSE S S E V O C C PREVEN TIVE ACTION S CONTIN GENT ACTIONS TRIGGERS FOR CONTINGENT ACTIONS Analysis Matrix 1. Shift the mean All clear 3. Reduce variation and shift the mean 2. Reduce variation don’t reach target do reach target BoB’s LowHigh Data collection Hypothesis testing Multi-Vari & ANOVA EDA EDA Fishbone Find optimal X values Predict future Y’s Identify most impactful X’s Regression Regression can … Interacts with PPA (Part I) Include data!
  7. 7. Output of the Analyze phase Identified causes with the highest impact on the performance gap Estimated impact of the causes on the Y measure
  8. 8. IMPROVE IN: Prioritized X’s Start iterating Identify improvement alternatives Prioritize opportunities Pilot & validate the improvements with data Decide either: Go forward or Keep iterating Analysis OUT: Project implementation plan Actions needed to implement improvements Potential Project Potential Benefit Capital Required? Culture Change? Strategic Priority? Sponsor Support? Score Rank Potential payoff Estimated effort Demonstration test Simulation Benchmark Use Physical experiments to show the effects of the improvements with data Use computer models to simulate expected outcomes of the process Compare performance to similar processes (or peer group) either inside or outside the organization Project Charter CHECK FOR FIT WITH PROBLEM STATEMENT Payoff-effort matrix Prioritization matrix Voting TIME NUMBEROFOPTIONS Sorting ClosingOpening Follow a ‘creative dialog’ process Keep iterating until fit w. PS Affinity Mapping 1. Gather ideas 2. Sort ideas 3. Label groups Labeling Depends on context, link e.g. to a process step Gut feeling Voting is based on opinions. It is as good as the opinions of the participants Prioritization is often unstructured. If possible, choose structured way when possible. (Apply Army logic if necessary) Always try to be data-based! For factor values & to generate valid decision rules Use e.g. one of these four What do you remember about Improve? S E V O C C PREVEN TIVE ACTION S CONTIN GENT ACTIONS TRIGGERS FOR CONTINGENT ACTIONS
  9. 9. Output of the Improve phase Project implementation plan Validated impact of the improvements on the Y measure Risks for implementation of improvements incl. preventive and corrective actions
  10. 10. CONTROL Be aware how to present the data! Prevent misinterpretations Control Principles Documenting standard work Mistake- proofing Statistical control Catch mistakes & errors before they turn into defects! 1. Implements best practices 2. Without standards, there can’t be improvement. Control Deliverables Implementation plan Control plan Realization review Benefit Capture plan One page executive summary done in the end of the project, describing the main findings of the projects Defines key process outputs, measurements to control the outputs, and responses to abnormal situations Defines improvement activities, accountable persons for each activity & improvement targets Monitor execution of planned improvements and report on monetary benefits received by these improvements Improve output Deployment diagram PPA MSA Project Charter Control deliverables are needed to structurally implement the changes and smooth transition to daily management Include the Control principles in the deliverables What do you remember about Control?
  11. 11. Output of the Control phase Control Deliverables created with the project team Successful handover to daily management Agreed responsibility of additional improvements and follow-on steps
  12. 12. DEFINE CONTROLMEASURE ANALYZE IMPROVE What is the output after each DMAIC phase? Control Deliverables created with the project team Successful handover to daily management Agreed responsibility of additional improvements and follow-on steps Project implementatio n plan Validated impact of the improvements on the Y measure Risks for implementatio n of improvements incl. preventive and corrective actions Identified causes with the highest impact on the performance gap Estimated impact of the causes on the Y measure Quantified the performance gap to be closed Identified rational subgroups that cause the biggest performance gap Defined Project High level description of process Current performance of Y measure
  13. 13. Appendix: High-level DMAIC overview *Note: the measure and analyze phase are outdated in this slide. See the detailed measure and analyze slides for the updated version.
  14. 14. European Students of Industrial Engineering and Management www.estiem.org Usage license of the materials https://creativecommons.org/licenses/by-nc/4.0/legalcode Contact leansixsigma@estiem.org for commercial usage of the materials Materials of the trainings have been created based on the materials provided by ESTIEM Summer Academy Professor Gregory H. Watson

×