The team utilized the 5-step DMAIC process to improve an issue within their organization. In the Define step, they identified stakeholders and their needs, confirmed alignment to key performance indicators, created a theme statement and indicator, determined the cost of poor quality, and obtained sponsor sign-off. In Measure, they developed data collection tools, identified the significant problem via Pareto analysis, set an improvement target, and created a problem statement. During Analyze, root causes were identified using cause-and-effect analysis and verified with statistical tools. In Improve, countermeasures were selected, an action plan was created, and a pilot project was conducted to test solutions. Finally, in Control confirmation of results was shown, improvements were
This document provides an overview of key concepts and methods for evaluating programs, including:
1. SWOT analysis, the steps in program evaluation, milestone charts, Gantt charts, PERT, critical path method, Bennett's hierarchy of evaluation, and the logical framework approach.
2. It describes each method at a high level - for example, that SWOT analysis identifies strengths, weaknesses, opportunities, and threats, and that the critical path method uses mathematical calculations to schedule project activities.
3. Bennett's hierarchy presents a logic model for educational programs with 7 steps from inputs to end results, showing how the program causes changes in knowledge and practice.
n every interview , the interviewer basically ask about six sigma and importance of it, You can search Google and understand the purpose of six sigma , definition of six sigma but you stuck while talking about DMAIC, primarily when interviewer ask in which phase what tool to be used. Here We go to simplify your all questions.
The document outlines the Digital Six Sigma DMAIC improvement process which includes defining opportunities, measuring performance, analyzing opportunities, improving performance, and controlling performance. It lists the main activities and key deliverables for each phase such as developing a team charter, process maps, measurement plans, identifying and validating root causes, generating and selecting solutions, and implementing and controlling solutions.
Quality management ensures that an organization, product or service is consistent. Quality management is focused not only on product and service quality, but also on the means to achieve it. Quality management, therefore, uses quality assurance and control of processes as well as products to achieve more consistent quality.
Project Quality Management includes the processes and activities of the performing organization that determines quality policies, objectives, and responsibilities so that the project will satisfy the needs for which it was undertaken
Project Quality Management includes the processes and activities of the performing organization that determines quality policies, objectives, and responsibilities so that the project will satisfy the needs for which it was undertaken
The document discusses the components of DMAIC, the methodology used in Six Sigma improvement projects. It begins by outlining some key requirements for Six Sigma projects, including leadership commitment, using facts to make decisions, and cross-functional team training. It then describes each stage of DMAIC - Define, Measure, Analyze, Improve, and Control - and lists some potential tools and activities used in each stage. The document concludes by listing several statistical tools that can be used throughout the Six Sigma improvement process.
DMAIC Recap - ESTIEM Lean Six Sigma Green Belt CourseESTIEM
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
This document outlines the 8D problem solving process used by Ford Motor Company to continuously improve quality and prevent issues from reoccurring. The 8D process involves 8 disciplines: 1) Define the problem/failure, 2) Establish an interim containment action, 3) Determine the root cause(s), 4) Choose a permanent corrective action, 5) Implement and validate the corrective action, 6) Implement actions to prevent recurrence, 7) Recognize the problem-solving team, and 8) Document lessons learned. Each discipline involves defining objectives, collecting data, verifying solutions, and ensuring the problem is fully resolved before progressing to the next step. The goal is to take a structured, cross-functional team approach
This document provides an overview of key concepts and methods for evaluating programs, including:
1. SWOT analysis, the steps in program evaluation, milestone charts, Gantt charts, PERT, critical path method, Bennett's hierarchy of evaluation, and the logical framework approach.
2. It describes each method at a high level - for example, that SWOT analysis identifies strengths, weaknesses, opportunities, and threats, and that the critical path method uses mathematical calculations to schedule project activities.
3. Bennett's hierarchy presents a logic model for educational programs with 7 steps from inputs to end results, showing how the program causes changes in knowledge and practice.
n every interview , the interviewer basically ask about six sigma and importance of it, You can search Google and understand the purpose of six sigma , definition of six sigma but you stuck while talking about DMAIC, primarily when interviewer ask in which phase what tool to be used. Here We go to simplify your all questions.
The document outlines the Digital Six Sigma DMAIC improvement process which includes defining opportunities, measuring performance, analyzing opportunities, improving performance, and controlling performance. It lists the main activities and key deliverables for each phase such as developing a team charter, process maps, measurement plans, identifying and validating root causes, generating and selecting solutions, and implementing and controlling solutions.
Quality management ensures that an organization, product or service is consistent. Quality management is focused not only on product and service quality, but also on the means to achieve it. Quality management, therefore, uses quality assurance and control of processes as well as products to achieve more consistent quality.
Project Quality Management includes the processes and activities of the performing organization that determines quality policies, objectives, and responsibilities so that the project will satisfy the needs for which it was undertaken
Project Quality Management includes the processes and activities of the performing organization that determines quality policies, objectives, and responsibilities so that the project will satisfy the needs for which it was undertaken
The document discusses the components of DMAIC, the methodology used in Six Sigma improvement projects. It begins by outlining some key requirements for Six Sigma projects, including leadership commitment, using facts to make decisions, and cross-functional team training. It then describes each stage of DMAIC - Define, Measure, Analyze, Improve, and Control - and lists some potential tools and activities used in each stage. The document concludes by listing several statistical tools that can be used throughout the Six Sigma improvement process.
DMAIC Recap - ESTIEM Lean Six Sigma Green Belt CourseESTIEM
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
This document outlines the 8D problem solving process used by Ford Motor Company to continuously improve quality and prevent issues from reoccurring. The 8D process involves 8 disciplines: 1) Define the problem/failure, 2) Establish an interim containment action, 3) Determine the root cause(s), 4) Choose a permanent corrective action, 5) Implement and validate the corrective action, 6) Implement actions to prevent recurrence, 7) Recognize the problem-solving team, and 8) Document lessons learned. Each discipline involves defining objectives, collecting data, verifying solutions, and ensuring the problem is fully resolved before progressing to the next step. The goal is to take a structured, cross-functional team approach
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.
The document provides an overview of Six Sigma, including its definition, goals and benefits. It describes the Six Sigma phases of Define, Measure, Analyze, Improve and Control (DMAIC) and some common tools used in each phase like process mapping, design of experiments and statistical process control. Key roles involved in Six Sigma projects include Champions, Process Owners, Black Belts and team members. Implementing Six Sigma can help reduce costs and defects while improving quality, customer satisfaction and profits.
Lean six sigma explained: Beginners trainingQualsys Ltd
A free online introduction to Lean six sigma principles.
Includes lean six sigma tools, philosophy, disciplines, history overview of lean six sigma, applying DMAIC for complex decision making, using Qualsys EQMS software for Lean Six Sigma.
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/
Six Sigma is a data-driven methodology used to improve processes and eliminate defects. It was developed at Motorola in 1987 and uses a define-measure-analyze-improve-control (DMAIC) cycle. Green and Black Belts are certified to lead Six Sigma projects through this cycle, first defining problems, measuring key aspects, analyzing root causes, improving processes, and controlling changes. The document provides an overview of Six Sigma and its goals, deployment, methods like DMAIC and DMADV, integration with other methodologies, and the activities involved in each stage of the DMAIC cycle.
Lean Six Sigma is a methodology that combines Lean (focused on eliminating waste) and Six Sigma (focused on reducing variation and defects). It uses the DMAIC process - Define, Measure, Analyze, Improve, Control. Projects follow this 5 step process and are led by Black Belts and Green Belts trained in statistical quality tools. The goal is to reduce costs and improve processes, products and services by removing sources of defects and minimizing variability.
The document outlines a roadmap for defining project metrics and measures to track project success. It discusses establishing governance and scope, identifying key metrics, collecting baseline data, setting benchmarks and targets, reporting processes, implementation, and review. Metrics should be clearly defined, agreed upon, and tied to business goals to provide a common understanding of project status and performance.
This document provides an overview of Six Sigma, including what it is, why companies implement it, and the typical phases and tools used. Six Sigma is a statistical concept that aims for nearly flawless processes, with fewer than 3.4 defects per million opportunities. It follows the DMAIC methodology of Define, Measure, Analyze, Improve, and Control phases. Key tools include process mapping, design of experiments, XY matrices, and measurement system analysis. The goals are to reduce costs, improve quality and customer satisfaction, and gain a competitive advantage through near-perfect processes.
This document provides an overview of Six Sigma, including what it is, why companies use it, and the typical phases and tools involved. Six Sigma is a statistical approach to process improvement that aims for near perfect production quality. It follows the DMAIC cycle of Define, Measure, Analyze, Improve, and Control phases to reduce defects. Key tools include process mapping, design of experiments, measurement system analysis, and XY matrices. The goals are to save money by reducing costs and increasing customer satisfaction through lower defect rates.
Six Sigma is a data-driven approach and methodology for process improvement originally developed by Motorola. It aims to reduce defects and variation in manufacturing and business processes. The document discusses the history and key aspects of Six Sigma such as the DMAIC approach, tools used in each phase like process mapping, root cause analysis, and improvement techniques like 5S, poka-yoke, and FMEA. Implementing Six Sigma through the DMAIC approach can help organizations optimize processes and improve quality, productivity, and customer satisfaction.
This document outlines a Six Sigma project to improve the quality of education at MNIT. The project uses the DMAIC (Define, Measure, Analyze, Improve, Control) methodology. In the Define phase, placement rates were identified as declining due to outdated syllabi and lack of skills. The Measure phase found variability in teaching quality. Analysis identified causes like outdated syllabi and lack of practical skills. Improvements proposed gaining practical skills through internships. The Control phase set limits to monitor teaching quality.
The document discusses various tools used for Corrective and Preventive Actions (CAPA), including DMAIC, Rubric, 8D, and DFSS. DMAIC is a five-step process for problem solving: Define, Measure, Analyze, Improve, Control. It involves defining problems, collecting data, analyzing causes, improving solutions, and controlling to prevent recurrence. Other tools discussed provide frameworks for investigating problems, finding root causes, and verifying solutions.
This document provides an overview of Six Sigma, including its key phases and roles. Six Sigma is a statistical approach that aims for near perfect production or performance. It uses the "DMAIC" method - Define, Measure, Analyze, Improve, Control - to identify and remove defects in processes. Key roles include Champions, Black Belts, Master Black Belts and Green Belts. The phases involve defining goals, measuring current performance, analyzing issues, improving processes and controlling future performance. Tools used include process mapping, design of experiments, measurement system analysis and control plans. Six Sigma aims to reduce costs and defects while improving quality, customer satisfaction and profits.
Lean Six Sigma- Internal Training Slides-2.pptxDebashishDolon
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.
This document provides templates and guidelines for Lean Six Sigma project tollgates at each phase of the DMAIC process. It includes tollgate checklists for the Define, Measure, Analyze, Improve, and Control phases with key deliverables and questions for review. Accompanying videos are referenced for each phase to provide additional guidance on success criteria. A variety of Lean Six Sigma tools that can be used across the phases are also listed. The templates are meant to guide documentation and ensure critical elements are reviewed at tollgates, but can be modified as needed for specific projects.
This document provides templates and guidelines for Lean Six Sigma project tollgates at each phase of the DMAIC process. It includes tollgate checklists, key deliverables, and success criteria for the Define, Measure, Analyze, Improve, and Control phases. Videos and additional resources are referenced to help teams apply tools and techniques to successfully complete projects. The templates are meant to guide documentation and ensure critical elements are reviewed at tollgates to obtain approval to proceed to the next phase.
The document provides information on Lean Six Sigma, including its roles, models, and tools. It discusses the Lean Six Sigma hierarchy and certification requirements for Green Belts and Black Belts. The DMAIC model for process improvement is described along with tools like SIPOC, VOC, and FMEA. Metrics for measuring an organization's Lean Six Sigma maturity are also presented.
The document provides information on Lean Six Sigma, including its roles, models, and tools. It discusses the Lean Six Sigma hierarchy and certification requirements for Green Belts and Black Belts. The DMAIC model for process improvement is described along with metrics for measuring an organization's Lean Six Sigma maturity. Lean Six Sigma and CMMI are presented as complementary process improvement initiatives.
The document provides information on Lean Six Sigma, including its roles, models, and tools. It discusses the Lean Six Sigma hierarchy and certification requirements for Green Belts and Black Belts. The DMAIC model for process improvement is described along with metrics for measuring an organization's Lean Six Sigma maturity. Lean Six Sigma and CMMI are presented as complementary process improvement initiatives.
Learn How to Get Success in ASQ Six Sigma Green Belt (CSSGB) Certification ExamMeghna Arora
Start Here---> http://bit.ly/2C2GOLu <---Get complete detail on CSSGB exam guide to crack Six Sigma Green Belt. You can collect all information on CSSGB tutorial, practice test, books, study material, exam questions, and syllabus. Firm your knowledge on Six Sigma Green Belt and get ready to crack CSSGB certification. Explore all information on CSSGB exam with the number of questions, passing percentage, and time duration to complete the test.
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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.
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This document provides an overview of Six Sigma, including what it is, why companies use it, and the typical phases and tools involved. Six Sigma is a statistical approach to process improvement that aims for near perfect production quality. It follows the DMAIC cycle of Define, Measure, Analyze, Improve, and Control phases to reduce defects. Key tools include process mapping, design of experiments, measurement system analysis, and XY matrices. The goals are to save money by reducing costs and increasing customer satisfaction through lower defect rates.
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Similar to Project-Improvement-Story-Roadmap-DMAIC-2018-for-students.pptx (20)
2. 1
Lean Six Sigma Problem Solving Process
The team utilized the 5-Step DMAIC problem solving process.
Process Step
Description of Key Team Activities
Number Name
1 DEFINE
Select Priority Issue / Process
Confirm Stakeholder Requirements
Display Theme Indicator and Performance “Gap”
Develop a SMART Theme Statement
Determine the Cost of Poor Quality
Establish a Method to Monitor Team Progress
Develop a DMAIC Project Schedule
2 MEASURE
Construct a Process Flow Chart
Perform 8 Wastes Analysis
Develop a Data Collection Plan
Stratify the Problem (i.e. “Gap”) and Select the Significant Problem
Develop a Target and a SMART Problem Statement
3 ANALYZE
Identify Potential Root Causes(s)
Verify Root Cause(s)
Assess Impact of Root Causes on the Problem in the Measure Step
4 IMPROVE
Identify and Select Countermeasures
Identify Barriers and Aids
Develop Action Plans
Confirm Pilot Plan Effectiveness and Document Lessons Learned
Determine the Expected Return on Investment
5 CONTROL
Confirm / Document Improvement Results
Determine the Actual Return on Investment
Standardize Improvements within Operations
Replicate Changes
Document Lessons Learned
Identify Future Plans for Continued Process Improvement
Define Measure Analyze Improve Control
Note: Keep sponsor informed and engaged.
3. 2
The team and management used a Checklist to monitor team progress.
Monitor Team Progress
Define Measure Analyze Improve Control
ets Six Sigma DMAIC Checklist
Step DMAIC Steps – Objectives and Checkpoints
Key Tools /
Techniques
Step 1:
Define
Quantify the need for improvement in terms of performance and financial impact.
1. The stakeholders and needs were identified. Selection Matrix
Line Graph
Theme Statement
Cost of Poor Quality
Matrix
Action Plan
Project Charter
Project Planning
Worksheet
2. An indicator measuring performance in meeting the need was developed.
3. A theme statement consistent with the indicator was developed, and the Cost
of Poor Quality (COPQ) were determined.
4. A schedule for completing the five DMAIC steps was developed.
5. The sponsor signed off on the project’s purpose, scope, and significance.
Step 2:
Measure
Identify the significant problem and set a target for improvement.
6. Measurement and data collection systems were developed. Process Flow Chart
8 Wastes
Checksheet,
Spreadsheet, Survey
Histogram
Pareto Chart
Target Setting
Worksheet
Problem Statement
7. The theme was stratified from various viewpoints and a significant problem
was chosen.
8. A target for improvement was established based on the stakeholders’ needs.
9. The impact of the target on the theme indicator and the COPQ were
determined.
10. A problem statement that addressed the gap between the actual and target
values was developed.
11. The sponsor signed off on the project’s focus and target.
4. 3
Monitor Team Progress
Define Measure Analyze Improve Control
ets Six Sigma DMAIC Checklist
Step DMAIC Steps – Objectives and Checkpoints
Key Tools /
Techniques
Step 3:
Analyze
Identify and verify the root causes of the problem.
12. Cause and effect analysis was taken to the root level. Cause and Effect
Diagram (Fishbone)
5 Whys
Qualitative Analysis
Single Case Bore
Analysis
Chi Square Test
Root Cause
Verification Matrix
13. Potential causes most likely to have the greatest impact on the problem were
selected.
14. A relationship between the root causes and the problem was verified with
data.
15. The impact of each root cause on the gap and the COPQ were determined.
16. The sponsor signed off on the verified root causes and impact on the gap.
Step 4:
Improve
Select and plan effective and feasible countermeasures and determine the expected Return on Investment.
17. Countermeasures were selected to address verified root causes. Countermeasures
Matrix
Work Breakdown
Structure
Barriers and Aids
Analysis
Cost Benefit Analysis
Action Plan
Pilot/Simulated Pilot
Lessons Learned
Return on Investment
18. The method for selecting the appropriate practical methods was clear and
considered effectiveness and feasibility.
19. Barriers and Aids were determined for countermeasures worth implementing.
20. The action plan reflected accountability, schedule, and cost.
21. A test pilot plan was implemented and evaluated to determine the capability
to achieve the target established in the Problem Statement.
22. Lessons learned from the pilot were incorporated into the full-scale action
plan, and the project’s expected Return on Investment (ROI) was
calculated.
23. The sponsor signed off on the action plan and expected results.
5. 4
Monitor Team Progress
Define Measure Analyze Improve Control
ets Six Sigma DMAIC Checklist
Step DMAIC Steps – Objectives and Checkpoints
Key Tools /
Techniques
Step 5:
Control
Confirm the results including the actual Return on Investment, standardize the changes, and develop
future plans.
Results
Phase
Evaluate the results by confirming that the countermeasures
implemented impacted the root causes, the problem, and the Theme
Indicator, and determine the actual Return on Investment.
Before and After
Results Graphs
Process Control
System
Radar chart
Action Plan (for
Future Plans / Next
Steps)
Management
Presentation
24. The effects of countermeasures on the root causes were demonstrated.
25. The effects of countermeasures on the problem were demonstrated.
26. The improvement target was achieved and causes of significant variation
were addressed.
27. The effects of countermeasures on the theme indicator representing the
stakeholders’ needs were demonstrated, and the project’s actual ROI
was calculated.
Standardization
Phase
Ensure process revisions are incorporated into standard work, including
replication in all applicable areas.
28. A method was established to document, permanently change, and
communicate the revised process or standard.
29. Responsibility was assigned and periodic checks scheduled to ensure
compliance with the revised process or standard.
30. Specific areas for replication were identified.
Future Plans
Phase
Document lessons learned and develop plans for the next process
improvement cycle.
31. Any remaining problems of the theme were addressed.
32. Lessons learned, P-D-C-A of the ets DMAIC Method, and team growth
were assessed and documented.
33. The sponsor signed off on the results and next steps.
6. 5
Define Measure Analyze Improve Control
1.
2.
3.
4.
5.
The team …
Identified Stakeholders and their Needs.
Confirmed alignment to organization’s KPIs. (Scorecard
and/or Strategic Plan).
Created a Theme Indicator (Line Graph) for performance.
Developed a SMART Theme Statement consistent with the
Theme Indicator (Line Graph).
Determined the Cost of Poor Quality of the “gap”.
Developed a Project Charter and DMAIC Schedule.
Achieved Sponsor Sign-off.
Essential Tools
7. 6
Define Measure Analyze Improve Control
Define Step Roadmap
Theme Statement Sponsor Sign-off
Background Stakeholders
2
Th eme
Prob l
e m State ment
(Summ arize
)
Te am Wor k Loca tion
Te am Na me
Dura tion (mm/yy) thr ough (mm/yy)
Sponso r(s) :
Te am L eade r Te am Inf o
Alt. Te am
Lea der
Te am M emb er
Te am M emb er
Te am M emb er
Te am M emb er
Te am M emb er
T
e
a
m
M
e
m
b
e Te am M emb er
# Date Tim e Att %
.
1
M
e
e
ti
n
g
s
= Prop osed =Actual
20xx 20xx
Step
J F M A M J J A S O N D J F M
Comment s
/
Exceptions
Defi ne
Me asure
Ana lyze
Improve
O
u
tl
i
n
e
o
f
A
c
t
i
v
i
t
i
e
s
Control
Te am M emb er
2
3
4
5
6
7
8
9 17 25
10 18 26
11 19 27
12 20 28
13 21 29
14 22 30
15 23 31
16 24 32
To tal
Mo nths:
Project Planning
Worksheet
Cost of Poor Quality
Matrix
Project Planning
Worksheet & DMAIC
Schedule
Project Charter
1
3 5
A Theme Statement tells specifically
what your DMAIC project is
attempting to do. In practice, theme
statements serve as the "title" of a
DMAIC project, and should be clear
and concise.
4
Represents Line Graph
SMART Criteria Applied
KPI Linkage
Strategic Plan
Linkage
Selection Matrix
Bar Chart
Needs
Situation Appraisal
Consultant Process Tree
Lean vs. Six Sigma
7 Tracks
Value-added Matrix
Benefit vs. Effort Analysis
Stakeholder and Needs
Analysis
COPQ Analysis of the
gap
Sponsor Review
Data Collection Tool Line Graph
GAP
Outcome
Indicator
GOOD
Q1
Project Indicator Selection
3 Types of Spreadsheets
(Spreadsheet design is
included in this section and
is part of checkpoints 2, 6
and 14)
Checksheets
Spreadsheets
Surveys
8. 7
The team …
7.
8.
9.
10.
11.
Define Measure Analyze Improve Control
Constructed a Process Flow Chart and applied the 8 Wastes.
Developed a Checksheet / Spreadsheet or Survey to collect data.
Created a Histogram (if measurable data).
Developed a Pareto Chart to prioritize problems.
Selected the significant problem.
Set a target for the problem (big bar on the Pareto Chart).
Determined how much achieving the target on the problem (big
bar) will impact the Theme Indicator.
Developed a SMART Problem Statement.
Achieved Sponsor Sign-off.
Essential Tools
6.
9. 8
Define Measure Analyze Improve Control
Measure Step Roadmap
8 Wastes
Impact Statement
(on Theme)
Target Setting
Worksheet
11
9
NO
YES
NO
YES
Process Flow Chart Histogram
7
Problem Statement
During school year 2013/2014 (when), 40.7% of
students with disabilities (who) were at Level 3 and
above in reading (what).This is 19.3 percentage points
belowthe district s target (gap) and contributes to 7
schools (where) not achieving AYP and $2.5 million in
potential funding restrictions and penalties (pain).
8 Wastes Examples in my Area
…...
…...
…...
…...
…...
…...
…...
…...
DOWNTIME
8 10
….
….
….
….
Indicator:
Process:
Organization: The target is set based on the desired improvement on
the problem but a check must be made to ensure that
the impact of that improvementon the theme indicator is
understood. The impact should be explained
quantitatively A statement should be made to indicate
the impact that meeting the target will have on the
theme indicator shown in STEP 1.
Data Collection Tool
6
Central Tendency
Variation
DPMO/Sigma Level
Sampling
Mini-tab
Pareto Chart
7
MSA / Gage R&R Stratification
Techniques
Benchmarking Value Added
Matrix
Sponsor Review
Sponsor Sign-off
SMART Criteria
Significant Problem
Selection
10. 9
The team …
13.
14.
15.
Define Measure Analyze Improve Control
12.
16.
Developed a Cause & Effect Diagram (Fishbone) to identify
potential causes and applied 5 Whys.
Selected most likely potential causes.
Performed Qualitative Analysis for potential “Quick Wins”.
Conducted Root Cause Verification using Statistical Tools.
Assessed the impact of verified root causes on the Problem (big
bar on Pareto Chart) target in the MEASURE step.
Achieved Sponsor Sign-off.
Essential Tools
11. 10
Define Measure Analyze Improve Control
Analyze Step Roadmap
Impact on Problem Sponsor Sign-off
Potential Causes Probable Causes
12
15 16
13 14
14
Root Causes
Cause & Effect Diagram
(Fishbone)
Brainstorm
Affinity Process
5 Whys
Qualitative Analysis
Multi-voting
Scatter Diagram
Single Case Bore
Analysis
Contingency Table
Chi Square Test
Verification through
Observation
Root Cause
Verification Matrix
Impact of Root Causes
Relative to Problem
Target in Measure Step
Determined
12. 11
The team …
17.
18.
19.
21.
22.
23.
Define Measure Analyze Improve Control
Developed a Countermeasures Matrix and Selected
Countermeasures to Address Root Causes.
Evaluated Practical Methods for effectiveness and feasibility.
Applied Work Breakdown Structure and Performed Barriers and
Aids Analysis.
Conducted Cost Benefit Analysis.
Reviewed and updated COQP from DEFINE step.
Developed Action Plan.
Conducted a Pilot Project (An actual pilot or simulation).
Documented lessons learned from the Pilot.
Documented lessons learned from the Project.
Calculated Expected Return on Investment (ROI).
Achieved Sponsor Sign-off.
Essential Tools
20.
13. 12
Define Measure Analyze Improve Control
Improve Step Roadmap
Work Breakdown Structure
$ Cost
How Who
When
Action Plan
What:
Cost-Benefit Analysis
Countermeasures Matrix
17 20
23
19
PS VRC CM 2
CM 3
CM 1
PM 1
PM 2
PM 3
PM 4
PM 5
PM 6
O
V
E
R
FEAS
EF
F
6
2
3
4
5
8
2
4
16
4
4
9
3
3
16
4
4 Yes
Yes
Yes
20
18
21
Pilot Project Lessons Learned
Lessons learned from
Pilot (if applicable)
Lessons Learned from
Project
Expected ROI (Return
on Investment) Calculated
Sponsor Sign-off
22
COPQ Matrix in Define
Step Reviewed
Actual or Simulated
Pilot
Applied Work Breakdown Structure
Performed Barriers & Aids
Barriers & Aids Analysis
14. 13
The team …
24.
28.
29.
30.
31.
32.
33.
Define Measure Analyze Improve Control
Developed Before and After Graphs (using graphs shown in the
Analyze, Measure, and Define steps in reverse order).
Determined Actual Project Return on Investment (ROI).
Updated the Process Flow Chart and revised procedures.
Provided training in new procedures.
Updated and implemented the Process Control System.
Monitored compliance with new methods.
Identified Replication Opportunities.
Developed an Action Plan for Future Plans / Next Steps.
Documented overall project lessons learned / team growth.
Achieved Sponsor Sign-off.
Team made its Management Presentation, received Recognition.
Essential Tools
25.
26. 27.
&
&
15. 14
Define Measure Analyze Improve Control
Control Step Roadmap
Team Presentation
Results Standardization
24
33
28 14
31
Future Plans
Before and After Graphs
Reverse Order:
- Root Causes (Analyze)
- Pareto (Measure)
- Histogram (Measure)
- Line Graph (Define)
Actual Project ROI Calculated
Procedures Revised
Training Conducted
Process Control System
Revised and Monitored for
Compliance
Replication Planned
Other Opportunities (Pareto
in Results Identified
Overall Lessons Learned
from Project Documented
Team Growth Determined
Celebration
Recognition
25
Sponsor Sign-off
26 27 29 30 14
32
16. 15
Use the Appendix for:
Back up data and analysis documentation.
Meeting minutes.
Source documents and reports.
Organization’s Key Performance Indicators (KPIs), Scorecard, and/or
Strategic Plan.
Notes:
• The “Essential Tools” will be used in most DMAIC project stories. Some
projects may require additional tools.
• Remember: Fact-based conclusions; consistency in terminology; continuity
of data; and logical story flow.
Appendix
17. 16
Vấn đề Tác động Kế hoạch hành động
Sản phẩm bị lỗi, mất chip
• Vị trí PCB trên Jig không chính xác
• Tọa độ in kem hàn bị lệch
• Vị trí tiếp xúc của PCB so với vị trí Pusher và các cạnh tạo ra lực
ma sát lớn, độ bám kém , trong quá trình di chuyển độ rung cao
có thể dẫn đến rơi sản phẩm và Chip
• Tọa độ PCB không chính xác dẫn đến sai tọa độ Mount
Tính toán Size kích thước , xác định dung sai cho phép đôi với
những Jig NG tối đã cho phép , ảnh hưởng
Sản phẩm bị lỗi, mất chip
• Độ sáng đèn Led cung cấp ánh sáng nhận diện cho Cam có thể
không đủ dẫn đến lỗi nhận diện trong quá trình Pickup và Mount
• Thiết bị không nhận diện được Size linh kiện dẫn đến Mount
nhầm , Mount lệch tọa độ
Kiểm tra lại hệ thống tầm nhìn, sửa chữa và bảo trì định kỳ để
đảm bảo hệ thống hoạt động hiệu quả
Sản phẩm bị lỗi, mất chip
• Bảo trì máy NPM, Feeder, Nozzel kém làm thiết bị làm việc không
hết năng suất , tiềm ẩn nguy cơ đẫn đến lỗi mất Chip trong quá
trình sản xuất
Đảm bảo bảo trì và kiểm tra định kỳ cho thiết bị và hệ thống máy
móc để giảm thiểu rủi ro hỏng hóc
mạch) Sản phẩm bị lỗi, mất chip
• Hệ thông hỗ trợ trong quá trình Mount cần kịp thời và chính xác ,
giảm thiểu độ rung và giữ cho Board đúng vị trí Mount
Đảm bảo sự hỗ trợ của bo mạch cho sản phẩm, đối chiếu với
thông số kỹ thuật và sửa chữa khi cần thiết
linh kiện sai) Sản phẩm bị lỗi, mất chip • Dữ liệu khai báo linh kiện bị sai dẫn đến Lỗi Pickup và Mount
Kiểm tra lại thông tin linh kiện, đảm bảo đúng thông số kỹ thuật
và sửa chữa khi cần thiết
g) Sản phẩm bị lỗi, mất chip • Vaccum lỗi hút làm rơi linh kiện trong quá trình Mount
Kiểm tra và sửa chữa kịp thời các lỗi liên quan đến hệ thống hút
chân không
Sản phẩm bị lỗi, mất chip
• Chất lượng in kem hàn kém , các spec không đạt
• Chiều cao kem hàn không đủ làm cho độ bám dính giữa Chip và
kem hàn kém dẫn đến rơi linh kiện trong quá trình di chuyẻn
• Vị trí kem hàn chưa chínhh xác , lệch tâm quá nhiều dẫn đến
không thể đưa chip về Pad khi qua Reflow và bị rơi tại đây
Đảm bảo in ấn đúng quy trình, in ấn chính xác trên