Lean six sigma dmaic

1. DMAIC
Principes
Fondamentaux

2. DMAIC
Principes
Fondamentaux
• DMAIC, WHY & WHEN ?
• DMAIC, PROCESS, METHODS & TOOLS incl. PPS
• DMAIC – DEFINE PHASE
• DMAIC – MEASURE PHASE
• DMAIC – ANALYSE PHASE
• DMAIC – IMPROVE PHASE
• DMAIC – CONTROL PHASE
www.pm-coaching.org

3. DMAIC
Principes
Fondamentaux
• DMAIC, WHY & WHEN ?
• DMAIC, PROCESS, METHODS & TOOLS incl. PPS
• DMAIC – DEFINE PHASE
• DMAIC – MEASURE PHASE
• DMAIC – ANALYSE PHASE
• DMAIC – IMPROVE PHASE
• DMAIC – CONTROL PHASE
www.pm-coaching.org

4. • DMAIC, WHY & WHEN ?
PERFORMANCE
TEMPS
CORRECTION AMELIORATION TRANSFORMATION
PROBLEME IMPACTANT
LA PERFORMANCE
OTOCOQ
NIVEAU DE SATISFACTION
CLIENT INSATISFAISANT
MANQUE DE
COMPETITIVITE &
PROFITABILITE
PPS – KAIZEN -
PDCA
DMAIC
PROJETS de TRANSFORMATION
BUSINESS PROCESS REENGINEERING
www.pm-coaching.org

5. • DMAIC, WHY & WHEN ?
PERFORMANCE
TEMPS
CORRECTION AMELIORATION TRANSFORMATION
PROBLEME IMPACTANT
LA PERFORMANCE
OTOCOQ
NIVEAU DE SATISFACTION
CLIENT INSATISFAISANT
MANQUE DE
COMPETITIVITE &
PROFITABILITE
YELLOW BELT GREEN BELT BLACK BELT
GREEN
BELT
BLACK
BELT
YELLOW
BELT
WHITE
BELT
GREEN
BELT
BLACK
BELT
YELLOW
BELT
WHITE
BELT
www.pm-coaching.org

6. DMAIC
Principes
Fondamentaux

7. DMAIC
Principes
Fondamentaux
• DMAIC, WHY & WHEN ?
• DMAIC, PROCESS, METHODS & TOOLS incl. PPS
• DMAIC – DEFINE PHASE
• DMAIC – MEASURE PHASE
• DMAIC – ANALYSE PHASE
• DMAIC – IMPROVE PHASE
• DMAIC – CONTROL PHASE
www.pm-coaching.org

8. • DMAIC, PROCESS, METHODS & TOOLS
Define Measure Analyze Improve Control
1 2 3 4 5
§ QUEL EST LE PROBLEME?
§ QUELS SONT SES
IMPACTS?
§ QUELLE EST LA
SITUATION ACTUELLE?
§ QUEL EST LE PROCESSUS
IMPLIQUE?
§ COMMENT MESURER?
§ POURQUOI LE
PROCESSES N’EST PAS
FIABLE?
§ QUELLES SONT LES
CAUSES & LES CAUSES
RACINES?
§ QUELLES SONT LES
SOLUTIONS?
§ COMMENT TESTER LES
SOLUTIONS?
§ COMMENT ASSURER DE
LA PERENITE DE LA
SOLUTION?
§ COMMENT CONTROLER
LA STABILITE?
5
Etapes
Livrables
§ Périmètre
§ Equipe
§ Calendrier
§ Risques
§ Objectifs SMART
§ Représentation
Graphique du AS-IS
§ Plan de Data Collection
§ Causes Potentielles
§ Causes Probables
§ Causes
§ Causes Racines
§ Représentation
Graphique du TO-BE
§ Plan d’Actions
§ Créativité & Innovation
§ Prototype
§ Qualification
§ Preuve
§ Standardisation
§ Transfert ou Cloture
Gates
A B C D
www.pm-coaching.org

9. • DMAIC, PROCESS, METHODS & TOOLS
Define Measure Analyze Improve Control
1 2 3 4 5
§ QUEL EST LE PROBLEME?
§ QUELS SONT SES
IMPACTS?
§ QUELLE EST LA
SITUATION ACTUELLE?
§ QUEL EST LE PROCESSUS
IMPLIQUE?
§ COMMENT MESURER?
§ POURQUOI LE
PROCESSES N’EST PAS
FIABLE?
§ QUELLES SONT LES
CAUSES & LES CAUSES
RACINES?
§ QUELLES SONT LES
SOLUTIONS?
§ COMMENT TESTER LES
SOLUTIONS?
§ COMMENT ASSURER DE
LA PERENITE DE LA
SOLUTION?
§ COMMENT CONTROLER
LA STABILITE?
5
Etapes
Methods
&
Tools
Gates
A B C D
§ SIPOC
§ VOC
§ 5W & 2H - QQOQCCP
§ IS IS-NOT
§ PROJECT CHARTER
§ SIPOC
§ VSM
§ 5S Analysis
§ Stakeholder Analysis
§ Spaghetti Chart
§ PARETO
§ Ishikawa
§ 5 Why Tree
§ Correlation Chart
§ Visual Management
§ 5S
§ KAIZEN
§ Control Plan
§ Prevention
§ SPC
www.pm-coaching.org

10. • DMAIC, PROCESS, METHODS & TOOLS
Define Measure Analyze Improve Control
1 2 3 4 5
§ QUEL EST LE PROBLEME?
§ QUELS SONT SES
IMPACTS?
§ QUELLE EST LA
SITUATION ACTUELLE?
§ QUEL EST LE PROCESSUS
IMPLIQUE?
§ COMMENT MESURER?
§ POURQUOI LE
PROCESSES N’EST PAS
FIABLE?
§ QUELLES SONT LES
CAUSES & LES CAUSES
RACINES?
§ QUELLES SONT LES
SOLUTIONS?
§ COMMENT TESTER LES
SOLUTIONS?
§ COMMENT ASSURER DE
LA PERENITE DE LA
SOLUTION?
§ COMMENT CONTROLER
LA STABILITE?
5
Etapes
Methods
&
Tools
Gates
A B C D
§ SIPOC
§ VOC
§ 5W & 2H - QQOQCCP
§ IS IS-NOT
§ PROJECT CHARTER
§ SIPOC
§ VSM
§ 5S Analysis
§ Stakeholder Analysis
§ Spaghetti Chart
§ PARETO
§ Ishikawa
§ 5 Why Tree
§ Correlation Chart
§ Visual Management
§ 5S
§ KAIZEN
§ Control Plan
§ Prevention
§ SPC
www.pm-coaching.org

11. • DMAIC & PPS
• Le PPS permet de manager la complexité d’un problème en identifiant toutes les causes potentielles
• Le PPS permet de se focaliser uniquement sur l’origine de la cause du problème (Root Cause)
D8
D5
D4
D3
D2
D1
CONTROL
IMPROVE
ANALYZE
MEASURE
DEFINE
DMAIC
D0
8D
D7
D6
PLAN
CREATE A TEAM
DEFINE THE PROBLEM
CONTAIN THE PROBLEM
SELECT CORRECTIVE &
PREVENTIVE ACTIONS
TEST & IMPLEMENT
CORRECTIVE ACTIONS
TEST & IMPLEMENT
PREVENTIVE ACTIONS
RECOGNIZE TEAM
ALL INPUTS
> 50 INPUTS
CRITICAL
3 INPUTS
SCREENING
< 10 INPUTS
50%
ELIMINATED
PRACTICAL PROBLEM SOLVING
CONTROL
IMPROVE
ANALYZE
MEASURE
DEFINE
Root
Cause
www.pm-coaching.org
IDENTIFY ROOT CAUSE (PPS)

12. • DMAIC & PPS
STABILITY
HEIJUNKA STANDARDIZED WORK KAIZEN
• OPERATE WITH THE
MINIMUM
RERSSOURCE
REQUIRED
• MUDI – MURI – MURA
• PROCESS
• METHODS
• DETECT ANOMALY
• STOP & RESPOND
• MAN – MACHINES
HARMONIZATION
JUST IN TIME HIGH QUALITY JIDOKA
HIGHEST QUALITY – LOWEST COST - SHORTEST LEAD TIME
PROBLEM DETECTION
ROOT CAUSE
ELIMINATION
THE LINE IS STOPPED
DEVIATION FROM THE NORMAL
WORKFLOW
JIDOKA CONCEPT
5
4
3
2
1
IMPROVEMENT & STANDARDIZATION
www.pm-coaching.org

13. DMAIC
Principes
Fondamentaux

14. DMAIC
Principes
Fondamentaux
• DMAIC, WHY & WHEN ?
• DMAIC, PROCESS, METHODS & TOOLS incl. PPS
• DMAIC – DEFINE PHASE
• DMAIC – MEASURE PHASE
• DMAIC – ANALYSE PHASE
• DMAIC – IMPROVE PHASE
• DMAIC – CONTROL PHASE
www.pm-coaching.org

15. • DMAIC – DEFINE PHASE
Define Measure Analyze Improve Control
1 2 3 4 5
§ QUEL EST LE PROBLEME?
§ QUELS SONT SES
IMPACTS?
§ QUELLE EST LA
SITUATION ACTUELLE?
§ QUEL EST LE PROCESSUS
IMPLIQUE?
§ COMMENT MESURER?
§ POURQUOI LE
PROCESSES N’EST PAS
FIABLE?
§ QUELLES SONT LES
CAUSES & LES CAUSES
RACINES?
§ QUELLES SONT LES
SOLUTIONS?
§ COMMENT TESTER LES
SOLUTIONS?
§ COMMENT ASSURER DE
LA PERENITE DE LA
SOLUTION?
§ COMMENT CONTROLER
LA STABILITE?
5
Etapes
Methods
&
Tools
Gates
A B C D
§ SIPOC
§ VOC
§ 5W & 2H
§ IS IS-NOT
§ PROJECT CHARTER
§ PARETO
§ SIPOC
§ VSM
§ 5S Analysis
§ Stakeholder Analysis
§ Spaghetti Chart
§ Ishikawa
§ 5 Why Tree
§ FMEA
§ PFMEA
§ Correlation Chart
§ Visual Management
§ 5S
§ KAIZEN
§ FMEA
§ Control Plan
§ Prevention
§ SPC
§ FMEA
www.pm-coaching.org

16. • DMAIC – DEFINE PHASE
DELIVERABLES
ACTIVITIES
TOOL BOX
End
Start
§ Define Problem - Project Charter
§ Identify VOC
§ Stakeholder Analysis
§ Project Charter
§ Stakeholder Mapping
§ VOC – CTQ - QUALITY
§ SIPOC
§ RISKS
§ Communication Plan
§ 5W&2H + IS / IS NOT - QQOQCCP
§ Project Charter + SMART Objectives
§ Stakeholder Mapping
§ VOC
§ SIPOC
T
A
D
www.pm-coaching.org

17. • DMAIC – DEFINE PHASE
SCOPE
PROBLEM
STATEMENT
End
Start
SMART
OBJECTIVES
FORM
TEAM
VOC &
CTQ
SIPOC
COMMUNICATION
PLAN
STAKEHOLDER
ANALYSIS
BUSINESS
CASE
PROJECT
CHARTER Objectives and scope
PROBLEM STATEMENT PROJECT OBJECTIVES (AS-IS / TO-BE)
Problem Statement
Business need
QUALITATIVE BENEFITS
Project scope (IS / IS NOT)
IS:
IS NOT
Project Leader
Project Name Sponsor
Core Team
Name Organization Role
Project Plan
Milestones PLM Maturity Date
Initiating
Planning
Executing
Closing
Estimated Cost
Cost PLM Maturity Budget
Initiating
Planning
Executing
Closing
Estimated Benefits
Target PLM Maturity Confirmed
Initiating
Planning
Executing
Closing
QUANTITATIVE BENEFITS
METRICS MSA VALIDATION
Sponsor
Project Leader
PMO
Finance
PROJECT CHARTER www.pm-coaching.org

18. DMAIC
Principes
Fondamentaux

19. DMAIC
Principes
Fondamentaux
• DMAIC, WHY & WHEN ?
• DMAIC, PROCESS, METHODS & TOOLS incl. PPS
• DMAIC – DEFINE PHASE
• DMAIC – MEASURE PHASE
• DMAIC – ANALYSE PHASE
• DMAIC – IMPROVE PHASE
• DMAIC – CONTROL PHASE
www.pm-coaching.org

20. • DMAIC – MEASURE PHASE
Define Measure Analyze Improve Control
1 2 3 4 5
§ QUEL EST LE PROBLEME?
§ QUELS SONT SES
IMPACTS?
§ QUELLE EST LA
SITUATION ACTUELLE?
§ QUEL EST LE PROCESSUS
IMPLIQUE?
§ COMMENT MESURER?
§ POURQUOI LE
PROCESSES N’EST PAS
FIABLE?
§ QUELLES SONT LES
CAUSES & LES CAUSES
RACINES?
§ QUELLES SONT LES
SOLUTIONS?
§ COMMENT TESTER LES
SOLUTIONS?
§ COMMENT ASSURER DE
LA PERENITE DE LA
SOLUTION?
§ COMMENT CONTROLER
LA STABILITE?
5
Etapes
Methods
&
Tools
Gates
A B C D
§ SIPOC
§ VOC
§ 5W & 2H - QQOQCCP
§ IS IS-NOT
§ PROJECT CHARTER
§ PARETO
§ SIPOC
§ VSM
§ 5S Analysis
§ Stakeholder Analysis
§ Spaghetti Chart
§ Ishikawa
§ 5 Why Tree
§ FMEA
§ PFMEA
§ Correlation Chart
§ Visual Management
§ 5S
§ KAIZEN
§ FMEA
§ Control Plan
§ Prevention
§ SPC
§ FMEA
www.pm-coaching.org

21. • DMAIC – MEASURE PHASE
DELIVERABLES
ACTIVITIES
TOOL BOX
End
Start
§ Map the Current Process State AS-IS (VSM – SIPOC)
§ Prepare Data Collection
§ Validate the Measurement System
§ Collect Data & Assess Performances
§ Process AS-IS
§ Data Collection Plan
§ MSA
§ Graphical Analysis System
§ Process Performances & Capability
§ Quick Wins
T
§ SIPOC & VSM
§ Diagrams (Spaghetti, correlation, …)
§ Brainstorming
§ MSA & SPC (DPMO, Cp, CPk)
A
D
www.pm-coaching.org

22. • DMAIC – MEASURE PHASE
DEFINE
QUICK WINS
MAP PROCESS
AS-IS
End
Start
COLLECT
DATA
CONFIRM PROBLEM
STATEMENT
ANALYSE PROCESS
PERFORMANCE
UPDATE
BUSINESS CASE
UPDATE
PROJECT CHARTER
DEFINE DATA
COLLECTION PLAN
A GO – NO GO DECISION
PROCESS AS-IS
DATA COLLECTION
SIPOC
www.pm-coaching.org

23. DMAIC
Principes
Fondamentaux

24. DMAIC
Principes
Fondamentaux
• DMAIC, WHY & WHEN ?
• DMAIC, PROCESS, METHODS & TOOLS incl. PPS
• DMAIC – DEFINE PHASE
• DMAIC – MEASURE PHASE
• DMAIC – ANALYSE PHASE
• DMAIC – IMPROVE PHASE
• DMAIC – CONTROL PHASE
www.pm-coaching.org

25. • DMAIC – ANALYSE PHASE
Define Measure Analyze Improve Control
1 2 3 4 5
§ QUEL EST LE PROBLEME?
§ QUELS SONT SES
IMPACTS?
§ QUELLE EST LA
SITUATION ACTUELLE?
§ QUEL EST LE PROCESSUS
IMPLIQUE?
§ COMMENT MESURER?
§ POURQUOI LE
PROCESSES N’EST PAS
FIABLE?
§ QUELLES SONT LES
CAUSES & LES CAUSES
RACINES?
§ QUELLES SONT LES
SOLUTIONS?
§ COMMENT TESTER LES
SOLUTIONS?
§ COMMENT ASSURER DE
LA PERENITE DE LA
SOLUTION?
§ COMMENT CONTROLER
LA STABILITE?
5
Etapes
Methods
&
Tools
Gates
A B C D
§ SIPOC
§ VOC
§ 5W & 2H - QQOQCCP
§ IS IS-NOT
§ PROJECT CHARTER
§ PARETO
§ SIPOC
§ VSM
§ 5S Analysis
§ Stakeholder Analysis
§ Spaghetti Chart
§ Ishikawa
§ 5 Why Tree
§ FMEA
§ PFMEA
§ Correlation Chart
§ Visual Management
§ 5S
§ KAIZEN
§ FMEA
§ Control Plan
§ Prevention
§ SPC
§ FMEA
www.pm-coaching.org

26. • DMAIC – ANALYSE PHASE
DELIVERABLES
ACTIVITIES
TOOL BOX
End
Start
§ Analyze the Process AS-IS
§ Quantify Process Variation
§ Identify Process Wastes
§ Identify Causes & Root Cause
§ Process Performances
§ Process Variations
§ Process Wastes
§ Potential Causes List
§ Root Cause Confirmation
§ Process TO-BE
§ VSM – 7 Wastes – VA & NVA
§ 5 Why’s & Ishikawa - PARETO
§ MSA & SPC (DPMO, Cp, CPk)
T
A
D
www.pm-coaching.org

27. • DMAIC – ANALYSE PHASE
ANALYSE
VARIATION
ANALYSE
WASTE
End
Start
IDENTIFY & CONFIRM
ROOT CAUSE
IDENTIFY
PROBABLE CAUSE
IDENTIFY
SOLUTIONS
MAP PROCESS
TO-BE
IDENTIFY
POTENTIAL CAUSES
B GO – NO GO DECISION
PROCESS TO-BE
PROCESS AS-IS
PARETO
PROCESS AS-IS PROCESS TO-BE
www.pm-coaching.org

28. DMAIC
Principes
Fondamentaux

29. DMAIC
Principes
Fondamentaux
• DMAIC, WHY & WHEN ?
• DMAIC, PROCESS, METHODS & TOOLS incl. PPS
• DMAIC – DEFINE PHASE
• DMAIC – MEASURE PHASE
• DMAIC – ANALYSE PHASE
• DMAIC – IMPROVE PHASE
• DMAIC – CONTROL PHASE
www.pm-coaching.org

30. • DMAIC – IMPROVE PHASE
Define Measure Analyze Improve Control
1 2 3 4 5
§ QUEL EST LE PROBLEME?
§ QUELS SONT SES
IMPACTS?
§ QUELLE EST LA
SITUATION ACTUELLE?
§ QUEL EST LE PROCESSUS
IMPLIQUE?
§ COMMENT MESURER?
§ POURQUOI LE
PROCESSES N’EST PAS
FIABLE?
§ QUELLES SONT LES
CAUSES & LES CAUSES
RACINES?
§ QUELLES SONT LES
SOLUTIONS?
§ COMMENT TESTER LES
SOLUTIONS?
§ COMMENT ASSURER DE
LA PERENITE DE LA
SOLUTION?
§ COMMENT CONTROLER
LA STABILITE?
5
Etapes
Methods
&
Tools
Gates
A B C D
§ SIPOC
§ VOC
§ 5W & 2H - QQOQCCP
§ IS IS-NOT
§ PROJECT CHARTER
§ PARETO
§ SIPOC
§ VSM
§ 5S Analysis
§ Stakeholder Analysis
§ Spaghetti Chart
§ Ishikawa
§ 5 Why Tree
§ FMEA
§ PFMEA
§ Correlation Chart
§ Visual Management
§ 5S
§ KAIZEN
§ FMEA
§ Control Plan
§ Prevention
§ SPC
§ FMEA
www.pm-coaching.org

31. • DMAIC – IMPROVE PHASE
DELIVERABLES
ACTIVITIES
TOOL BOX
End
Start
§ Evaluate & Analyse Solutions
§ Assess Risks (FMEA – PFMEA)
§ Test & Confirm Solutions
§ Prepare Implementation
§ Solution Prioritization
§ Solution Risks
§ Solution Pilot
§ Solution Implementation Plan
§ Final Process TO-BE
§ Change & Communication Plan
§ Effort – Effect Matrix
§ Lean Tool Box (5S, Kaizen, Poka Yoke…)
§ FMEA - PFMEA
§ VSM – 7 Wastes – VA & NVA
T
A
D
www.pm-coaching.org

32. • DMAIC – IMPROVE PHASE
PRIORITIZE
SOLUTIONS
SELECT
OPTIMUM SOLUTIONS
End
Start
IDENTIFY
TIP
PILOT
SOLUTIONS
IMPLEMENT, TEST &
CONFIRM SOLUTIONS
REVISIT PROJECT &
STAKEHOLDERS
ASSESS
RISKS
C
IMPLEMENTATION
GO – NO GO DECISION
FINALPROCESS TO-BE
EASE – BENEFIT
DEVELOP FINAL
PROCESS TO-BE
PARETO FINAL PROCESS TO BE
www.pm-coaching.org

33. DMAIC
Principes
Fondamentaux

34. DMAIC
Principes
Fondamentaux
• DMAIC, WHY & WHEN ?
• DMAIC, PROCESS, METHODS & TOOLS incl. PPS
• DMAIC – DEFINE PHASE
• DMAIC – MEASURE PHASE
• DMAIC – ANALYSE PHASE
• DMAIC – IMPROVE PHASE
• DMAIC – CONTROL PHASE
www.pm-coaching.org

35. • DMAIC – CONTROL PHASE
Define Measure Analyze Improve Control
1 2 3 4 5
§ QUEL EST LE PROBLEME?
§ QUELS SONT SES
IMPACTS?
§ QUELLE EST LA
SITUATION ACTUELLE?
§ QUEL EST LE PROCESSUS
IMPLIQUE?
§ COMMENT MESURER?
§ POURQUOI LE
PROCESSES N’EST PAS
FIABLE?
§ QUELLES SONT LES
CAUSES & LES CAUSES
RACINES?
§ QUELLES SONT LES
SOLUTIONS?
§ COMMENT TESTER LES
SOLUTIONS?
§ COMMENT ASSURER DE
LA PERENITE DE LA
SOLUTION?
§ COMMENT CONTROLER
LA STABILITE?
5
Etapes
Methods
&
Tools
Gates
A B C D
§ SIPOC
§ VOC
§ 5W & 2H - QQOQCCP
§ IS IS-NOT
§ PROJECT CHARTER
§ PARETO
§ SIPOC
§ VSM
§ 5S Analysis
§ Stakeholder Analysis
§ Spaghetti Chart
§ Ishikawa
§ 5 Why Tree
§ FMEA
§ PFMEA
§ Correlation Chart
§ Visual Management
§ 5S
§ KAIZEN
§ FMEA
§ Control Plan
§ Prevention
§ SPC
§ FMEA
www.pm-coaching.org

36. • DMAIC – CONTROL PHASE
DELIVERABLES
ACTIVITIES
TOOL BOX
End
Start
§ Implement Solutions
§ Confirm Results
§ Implement Control Plan
§ Standardize & Close
§ Solution Performances
§ Control Plan
§ Standardization Plan
§ Change & Training Plan
§ Lesson Learnt
§ Project Archived
§ Standardization
§ Visual Management
§ SPC
§ Training
T
A
D
www.pm-coaching.org

37. • DMAIC – CONTROL PHASE
MEASURE &
CONFIRM RESULTS
IMPLEMENT
ACTIONS
End
Start
STANDARDIZE
PROCESS
HANDOVER TO
PROCESS OWNER
PLAN
AUDITS
DEFINE
CONTROL PLAN
D
PROJECT
CLOSURE
DESENGAGE
OLD PROCESS
CONFIRM
PERF.
www.pm-coaching.org

38. • DMAIC – CONTROL PHASE
MEASURE &
CONFIRM RESULTS
IMPLEMENT
ACTIONS
End
Start
STANDARDIZE
PROCESS
HANDOVER TO
PROCESS OWNER
PLAN
AUDITS
DEFINE
CONTROL PLAN
D
PROJECT
CLOSURE
FINAL PROCESS TO-BE
DESENGAGE
OLD PROCESS
STANDARD PROCESS
CONFIRM
PERF.
STANDARDIZATION
www.pm-coaching.org

39. DMAIC
Principes
Fondamentaux