DMAIC
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The document outlines the phases of the DMAIC problem-solving methodology: Define, Measure, Analyze, Improve, and Control. Each phase has an objective and approach. The Define phase identifies the problem and relevant stakeholders. Measure determines the scope of the problem by collecting data. Analyze identifies the root causes. Improve develops and tests solutions. Control establishes process controls to prevent the problem from recurring.
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This document summarizes a seminar report on Six Sigma's DMAIC methodology and a case study on improving liquid metal yield at Ispat Industries Limited. [1] The report defines DMAIC as Six Sigma's five-step approach to drive variation out of processes. [2] It then details a case study where the team aimed to increase liquid metal yield from a baseline of 86.1% to a target of 87.88% through the DMAIC framework. [3] Key factors analyzed included hot metal percentage, scrap percentage, and arcing oxygen levels, with a test restricting oxygen leading to a 0.4% yield improvement.
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Six Sigma is a data-driven methodology for improving processes by reducing variation. It was developed by Motorola in the 1980s to help address quality issues that were causing them to lose market share to Japanese competitors. Motorola found that the Japanese companies had much lower variation in their production processes, allowing them to produce higher quality products at a lower cost. By implementing Six Sigma, Motorola was able to improve their processes, lower defects, and increase customer satisfaction, leading to billions of dollars in savings over time. The core of Six Sigma is reducing defects to 3.4 per million opportunities through the DMAIC process of Define, Measure, Analyze, Improve, and Control. It has now been adopted by many major companies
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Root cause analysis by: ICG Team
The document provides information on root cause analysis tools and methods. It discusses what root cause analysis is, the cause mapping method of root cause analysis, and the basic steps of cause mapping which include defining the issue, analyzing causes, and preventing negative impacts. The document also covers the DMAIC process for process improvement, which includes the phases of define, measure, analyze, improve, and control. It provides examples of various root cause analysis tools that can be used such as fishbone diagrams, brainstorming, data collection plans, FMEAs, Pareto charts, and DPMO calculators.
How to solve problems (or at least try) with 8D
This document provides an overview of the 8D problem solving method. It begins with the goals of learning how to use 8D for problem solving. It then discusses the history and development of the 8D method at Ford Motor Company in the 1980s. The document also includes definitions of key terms used in 8D. It describes the typical steps and process flow for 8D problem solving. Finally, it provides details of an 8D procedure used at an X factory, outlining the initiation and requirements for conducting 8D analyses.
Introduction to DMAIC Training
The document provides an introduction to the DMAIC process used in Six Sigma. It consists of 5 phases: Define, Measure, Analyze, Improve, and Control. Each phase involves specific tasks and tools. Define involves identifying problems and goals. Measure establishes baselines. Analyze identifies root causes using tools like fishbone diagrams. Improve develops and tests solutions. Control institutionalizes improvements through control charts and process ownership. Tools across phases include brainstorming, control charts, Pareto charts, and more to systematically solve quality problems.
A3 Problem Solving Technique.pdf
The document provides an overview of the A3 problem-solving method used at Toyota. It discusses the key components of an A3 report, including the background, current condition, targets/objectives, and root cause analysis sections. Tools for root cause analysis like 5 whys, fishbone diagrams, check sheets and Pareto analysis are also covered. The benefits of the A3 process in creating consistency in problem-solving, stimulating data-driven decisions, and developing organizational capabilities are highlighted.
Continuous Improvement Cycles
A description and comparison of Continuous Improvement cycles for online training provision at Edinburgh Napier University.
Six sigma
The document provides an overview of Six Sigma management. It defines Six Sigma as a statistical concept that measures quality in terms of defects, with the goal of 3.4 defects per million opportunities. It describes the Six Sigma phases of Define, Measure, Analyze, Improve, and Control (DMAIC). Key tools for Six Sigma include process mapping, design of experiments, measurement system analysis, and control plans. Critical roles include Champions, Master Black Belts, Black Belts, and Green Belts. Implementing Six Sigma can help reduce costs and improve customer satisfaction, quality, and competitive advantage.
Lean Six Sigma- Internal Training Slides-2.pptx
This document provides an overview of a Lean Six Sigma Green Belt training course. It covers quality approaches over the years including quality circles, statistical process control, ISO 9000, reengineering, benchmarking, balanced scorecard, and Lean Manufacturing. It defines Six Sigma as a philosophy, set of tools, methodology, and metrics focused on reducing process variation. The training covers voice of the customer methods, project selection, the DMAIC problem-solving approach, and phase deliverables/tools.
Lean Six Sigma: DMAIC In-Depth
DMAIC is a methodology for improving existing processes. DMAIC stands for Define, Measure, Analyze, Improve, and Control.
https://goleansixsigma.com/lean-six-sigma-step-by-step/
Qaulity improvement
Quality improvement aims to continuously improve processes and meet customer expectations. It focuses on preventing errors by addressing their root causes. Quality improvement follows the PDCA cycle of plan, do, check, act and uses tools like flow charts, control charts, histograms and cause-and-effect diagrams. While quality assurance focuses on inspection and error detection, quality improvement engages multidisciplinary teams to innovate, develop staff skills and prevent future errors from occurring. Barriers to quality improvement include lack of time, resources, workload and lack of managerial support.
A3 Management (Part 2 of 2)
This document provides an overview of the A3 problem-solving methodology. It discusses the key components of an A3 report including the plan, current condition, target condition, root cause analysis, countermeasures/implementation plan, effect confirmation, and follow-up actions. It also covers how to use A3 reports to develop organizational capabilities through coaching, mentoring, and leadership development. Some common pitfalls and success factors for effective A3 problem-solving are also outlined.
Measurement Roadmap
This document outlines a measurement roadmap with 7 key steps: 1) Understanding the business and customer lifecycle, 2) Defining a measurement framework, 3) Acquiring data, 4) Establishing data governance, 5) Reporting, 6) Analyzing insights, and 7) Advocating for a measurement culture. Each step provides goals and considerations for identifying relevant data sources and metrics, implementing tools, designing reports and dashboards, and analyzing data to improve strategies and achieve goals. The overall aim is to establish a process for gathering and utilizing measurement data to help organizations make better decisions.
Standard Work in Lean Sales and Marketing
This presentation is an overview on how to implement SDCA (Standardize – Do – Check – Act) in the field of Lean Sales and Marketing. It includes an outline for standard work and an embedded video.
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DMAIC
- 1. DMAIC What you can expect from different phases?
- 2. Problem Solving using DMAIC Define Improve ControlControl Measure Analyze What is the Problem?What is the Problem? How Big is the Problem? How Big is the Problem? What is the cause for the problem? What is the cause for the problem? Let’s solve the problem Let’s solve the problem Make sure that problem should not come back Make sure that problem should not come back
- 3. Objective Define What is the problem? Approach •Understanding customer/business needs •Understanding Hi-Level as-is process •Identify relevant stakeholders •Establish team and identify resources required •Establish communication plan •Create project charter •Identify risk and issues •Create Hi-Level project plan
- 4. Objective Measure How big is the problem? Approach •Understand current process flow •Collect data and review measurement system •Improve measurement system (if required) •Baseline current performance of problem •Reframe project charter/ project goal
- 5. Objective Analyze What is the cause for the problem? Approach •Analyze process to identify causes •Conduct brainstorming and root cause analysis •Identify the most critical causes for the problem •Charter benefits and update schedule to reflect current knowledge
- 6. Objective Improve Let’s solve the problem... Approach •Work on possible cause to create solution •Check the effectiveness of solution by running pilot project •Analyze the result of pilot project and create a roll out plan for full implementation •Charter the benefits and update schedule to reflect current knowledge
- 7. Objective Control Make sure that problem should not come back… Approach •Documented results of full implementation •Establish process control plan •Redefine Management Control System as required •Conduct necessary training to relevant stakeholders •Handover of process, document and controls to process owner