The document provides an overview of the Define-Measure-Analyze-Improve-Control (DMAIC) methodology, which is Six Sigma's most common problem-solving approach. It consists of five steps: Define the problem, Measure current performance, Analyze to find the root cause, Improve by implementing a solution, and Control to ensure continued benefits. The approach aims to reduce variation and bring processes back into alignment with customer requirements. Key requirements that determine the methodology's activities include understanding the problem definition, current metrics and their trends, identifying root causes, implementing corrective actions, and controlling improvements over time.
This document outlines the steps in a process improvement methodology including defining requirements, identifying potential solutions, selecting and implementing a solution, measuring performance, and standardizing changes. It involves gathering data, analyzing root causes of issues, testing solutions, and determining if further process redesign is needed or if the desired results were obtained.
Lean six sigma executive overview (case study) templatesSteven Bonacorsi
This case study describes a project to improve the average speed to answer calls at a retail business. The project team analyzed call data, identified root causes such as call type and time of day, and implemented cross-training and staffing changes. These improvements reduced customer downtime costs by $150,000 annually and increased the process sigma level. Key tools used in the project included data collection, analysis of call times, and control charts to monitor ongoing performance.
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.
Six Sigma is a data-driven approach to process improvement that aims to reduce defects. It uses statistical methods and the DMAIC framework (Define, Measure, Analyze, Improve, Control) to identify and address root causes of defects. The document provides an overview of Six Sigma, including its goals of reducing costs and improving customer experience. It also describes the five steps of DMAIC and some of the tools used in each step, such as process mapping in Define and data collection/analysis in Measure and Analyze to identify problems and root causes.
The document discusses the Improve phase of the Lean Six Sigma methodology. It provides an overview of the key tools and activities used in the Improve phase, including identifying and prioritizing root causes, developing and selecting solutions, implementing pilots, and developing implementation plans. It also discusses tollgate reviews, which are checkpoints to review progress. The Improve phase aims to develop, test, and select solutions to address the root causes identified in the Analyze phase in order to meet the project goals.
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.
six sigma DMAIC approach for reducing quality defects of camshaft binding pro...Niranjana B
Data collection for 11 months revealed that 26% of the defects are due to improper camshaft binding. The six sigma approach involves DMAIC approach with statistical tools involved in each stage. The main root are identified and improvements are implemented. The quality is improved by reducing the number of defects
This document outlines the steps in a process improvement methodology including defining requirements, identifying potential solutions, selecting and implementing a solution, measuring performance, and standardizing changes. It involves gathering data, analyzing root causes of issues, testing solutions, and determining if further process redesign is needed or if the desired results were obtained.
Lean six sigma executive overview (case study) templatesSteven Bonacorsi
This case study describes a project to improve the average speed to answer calls at a retail business. The project team analyzed call data, identified root causes such as call type and time of day, and implemented cross-training and staffing changes. These improvements reduced customer downtime costs by $150,000 annually and increased the process sigma level. Key tools used in the project included data collection, analysis of call times, and control charts to monitor ongoing performance.
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.
Six Sigma is a data-driven approach to process improvement that aims to reduce defects. It uses statistical methods and the DMAIC framework (Define, Measure, Analyze, Improve, Control) to identify and address root causes of defects. The document provides an overview of Six Sigma, including its goals of reducing costs and improving customer experience. It also describes the five steps of DMAIC and some of the tools used in each step, such as process mapping in Define and data collection/analysis in Measure and Analyze to identify problems and root causes.
The document discusses the Improve phase of the Lean Six Sigma methodology. It provides an overview of the key tools and activities used in the Improve phase, including identifying and prioritizing root causes, developing and selecting solutions, implementing pilots, and developing implementation plans. It also discusses tollgate reviews, which are checkpoints to review progress. The Improve phase aims to develop, test, and select solutions to address the root causes identified in the Analyze phase in order to meet the project goals.
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.
six sigma DMAIC approach for reducing quality defects of camshaft binding pro...Niranjana B
Data collection for 11 months revealed that 26% of the defects are due to improper camshaft binding. The six sigma approach involves DMAIC approach with statistical tools involved in each stage. The main root are identified and improvements are implemented. The quality is improved by reducing the number of defects
Six Sigma Project Case Study Overview, from the General Electric "At the Customer, For the Customer" Six Sigma Program, led by Lean Six Sigma Master Black Belt and President of the International Standard for Lean Six Sigma (ISLSS) and Owner of the Lean Six Sigma Group
A case study on how applied Six Sigma principles led to increased efficiency and overall improvement in decreasing cycle-time in Protocol Development and Clinical Study Start-Up.
This document provides an overview of Six Sigma, including:
1) Six Sigma is a data-driven, customer-focused methodology for achieving breakthrough performance gains and validated bottom line results through reducing variation and defects in processes.
2) The Six Sigma methodology follows the DMAIC process of Define, Measure, Analyze, Improve, and Control.
3) An example roadmap is provided that outlines how to apply the Six Sigma DMAIC process to a project to achieve strategic business objectives.
8D Training Material From VDiversify.com | 8D Training Material PDF Free Down...VDiversify
Note: Whoever is using this Training Material on their Website shall Link back to www.vdiversify.com as the Original Author...
The 8D (Eight Disciplines) approach is a robust and systematic problem-solving process or methodology, that is widely adopted in the manufacturing, process and other industries.
This 8D training material is completely free and can be used by any organization, professionals, engineers, trainers or teachers all over the world for teaching its employees or students.
This document discusses the application of Lean Six Sigma (LSS) processes to improve drug discovery within AstraZeneca. It describes a LSS project conducted within the Discovery Drug Metabolism and Pharmacokinetics department. The project aimed to improve the process of gathering pharmacokinetic data for lead optimization projects within tighter timelines. Through defining, measuring, analyzing, improving and controlling the process, the project identified inefficiencies and variability that could be addressed. Implementation of changes resulted in dramatic reductions in variability and turnaround times for providing pharmacokinetic data to meet project needs.
The document provides an overview of key business improvement methodologies including Total Quality Management (TQM), Lean, and Six Sigma. It discusses the origins and key principles of each approach. TQM emerged from the Japanese quality evolution of the 1950-1980s and focuses on customer satisfaction through continuous improvement and employee involvement. Lean focuses on eliminating waste through flow and pull systems. Six Sigma aims for near perfect process performance through definition, measurement, analysis, improvement and control using statistical tools. The document also explores the integration of Lean and Six Sigma approaches.
The document discusses Six Sigma, which is a highly disciplined process used by GE to develop and deliver near-perfect products and services. It aims to eliminate defects in processes and get as close to zero defects as possible. GE began focusing on quality in the 1980s with programs like Work-Out that broke down bureaucracy, and now Six Sigma is embedded in their culture and how they work. Key aspects of Six Sigma include focusing on critical quality attributes from the customer's perspective, reducing process variation, and training employees.
Quality management aims to ensure project requirements are met through various processes and tools. It focuses on customer satisfaction, continuous improvement, and preventing defects. The key quality management processes are:
1. Plan Quality Management - Identifying quality requirements and how compliance will be validated. This includes developing a quality management plan.
2. Manage Quality - Auditing quality requirements and results to ensure standards are met as work is in progress. Tools like checklists and audits are used.
3. Control Quality - Monitoring quality metrics and validating changes to ensure requirements continue to be met as the project is implemented. This includes analyzing recommendations from audits.
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.
This document outlines the tools and activities used in the Measure phase of a Lean Six Sigma DMAIC project. It includes reviewing project documents, validating measurements, collecting baseline data, analyzing process capability, and identifying quick wins. Tools mentioned include value stream mapping, data collection planning, basic statistics, process capability analysis, control charts, and cause-and-effect diagrams. The document provides guidance on documenting measurements, operational definitions, measurement systems analysis, and documenting quick wins.
Gemba kaizen focuses on continuous incremental improvement through small changes. It involves identifying issues or opportunities for improvement at the source of operations ("gemba"), determining the root cause, developing and testing countermeasures, and standardizing successful changes. The goal is to continuously improve processes by reducing waste and non-value-added activities to better meet customer needs in terms of quality, cost and delivery.
Presentation for Six Sigma certificationElena Titova
The document provides information for a Six Sigma Green Belt certification project focused on creating online military family training. Key points:
- The project aims to create online centers focused on life skills, education, and career training for five military branches to help military families, active members, and those transitioning out of service.
- Six Sigma tools that will be used include a project charter, SIPOC, process map, fishbone diagram, C&E matrix, and control plan.
- The project charter outlines the problem of a need for military family support services, and the objective is to establish a baseline and improve customer satisfaction and retention through the online centers.
- A SIPOC details the suppliers,
The document discusses software process improvement. It explains process factors that influence quality and productivity, developing process models, and the CMMI process improvement framework. The CMMI model assesses process capability on a scale from 1 to 6. It includes process areas like requirements management and project planning. Process improvement involves analyzing current processes, defining metrics to measure goals, and making changes to improve.
The document provides an overview of Six Sigma training concepts including the Define-Measure-Analyze-Improve-Control (DMAIC) methodology. It discusses key Six Sigma terms and tools used in each phase of DMAIC projects. Examples are given for tools like SIPOC, affinity diagrams, QFD, and data collection plans that are used to define problems, collect data, and establish baselines in the Define and Measure phases. The document also outlines common roles in Six Sigma organizations and how executives and champions guide Six Sigma initiatives. Overall, the document serves as an introductory guide to Six Sigma concepts and the project methodology.
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 is a whitepaper suggesting how Six Sigma DMAIC methodology can be applied to address a long time problem of banks regarding line queuing at the branches.
What is being discussed here is the thought process of arriving at results which matters or with impact rather than doing time-wasting trial and error.
Disclaimer: The insights and opinions expressed in the whitepaper are solely by the author and does not represent any bank. The data used were simulated to recreate the scenarios close to the clients' experience at the branch. Any resemblance is only a matter of coincidence.
Six Sigma is a methodology for continuous improvement that aims to reduce process variation. It was developed by Bill Smith at Motorola in 1986 and focuses on eliminating defects through statistical analysis and process improvement techniques. The goal is 3.4 defects per million opportunities. Six Sigma uses DMAIC (Define, Measure, Analyze, Improve, Control) as its core problem-solving methodology. It can be integrated with project management processes and tools to help define requirements, manage risks and optimize processes.
Improving Pharmacy Quality Using Six SigmaJohn W. Watson
This document discusses using Six Sigma methodology to improve quality in pharmacy processes. It begins by defining quality as meeting customer expectations and notes that customers determine quality. It then explains the Six Sigma DMAIC process of Define, Measure, Analyze, Improve, and Control. As an example, it analyzes decreasing prescription dispensing time using various Six Sigma tools. Through two DMAIC cycles, solutions like a new intake checklist and call-back system helped reduce time to the target of under 10 minutes on average. Maintaining improvements requires standardizing the new process and ongoing monitoring with control charts.
Six Sigma is a methodology that aims to reduce defects and variation in processes. It uses a data-driven, five-phase approach called DMAIC (Define, Measure, Analyze, Improve, Control) to optimize processes. Six Sigma defines quality as 3.4 defects per million opportunities. It uses statistical tools and aims for near-zero defect rates through the elimination of defects from processes. Projects are led by Belts (Black, Green, etc.) who are trained in Six Sigma tools and methods.
The document discusses Failure Mode and Effects Analysis (FMEA) as part of the Six Sigma methodology. It explains that FMEA is implemented during the "Analyze" phase of the DMAIC cycle to help identify process tasks and product features that are prone to failure. The document then outlines the steps for conducting an FMEA, including compiling a failure list, determining failure impacts and rates, establishing detection probabilities, and developing action plans to address high-risk failures. It stresses that FMEA is a priority tool to improve business processes by enabling teams to proactively identify and eliminate likely defects before they impact customers.
Six Sigma Project Case Study Overview, from the General Electric "At the Customer, For the Customer" Six Sigma Program, led by Lean Six Sigma Master Black Belt and President of the International Standard for Lean Six Sigma (ISLSS) and Owner of the Lean Six Sigma Group
A case study on how applied Six Sigma principles led to increased efficiency and overall improvement in decreasing cycle-time in Protocol Development and Clinical Study Start-Up.
This document provides an overview of Six Sigma, including:
1) Six Sigma is a data-driven, customer-focused methodology for achieving breakthrough performance gains and validated bottom line results through reducing variation and defects in processes.
2) The Six Sigma methodology follows the DMAIC process of Define, Measure, Analyze, Improve, and Control.
3) An example roadmap is provided that outlines how to apply the Six Sigma DMAIC process to a project to achieve strategic business objectives.
8D Training Material From VDiversify.com | 8D Training Material PDF Free Down...VDiversify
Note: Whoever is using this Training Material on their Website shall Link back to www.vdiversify.com as the Original Author...
The 8D (Eight Disciplines) approach is a robust and systematic problem-solving process or methodology, that is widely adopted in the manufacturing, process and other industries.
This 8D training material is completely free and can be used by any organization, professionals, engineers, trainers or teachers all over the world for teaching its employees or students.
This document discusses the application of Lean Six Sigma (LSS) processes to improve drug discovery within AstraZeneca. It describes a LSS project conducted within the Discovery Drug Metabolism and Pharmacokinetics department. The project aimed to improve the process of gathering pharmacokinetic data for lead optimization projects within tighter timelines. Through defining, measuring, analyzing, improving and controlling the process, the project identified inefficiencies and variability that could be addressed. Implementation of changes resulted in dramatic reductions in variability and turnaround times for providing pharmacokinetic data to meet project needs.
The document provides an overview of key business improvement methodologies including Total Quality Management (TQM), Lean, and Six Sigma. It discusses the origins and key principles of each approach. TQM emerged from the Japanese quality evolution of the 1950-1980s and focuses on customer satisfaction through continuous improvement and employee involvement. Lean focuses on eliminating waste through flow and pull systems. Six Sigma aims for near perfect process performance through definition, measurement, analysis, improvement and control using statistical tools. The document also explores the integration of Lean and Six Sigma approaches.
The document discusses Six Sigma, which is a highly disciplined process used by GE to develop and deliver near-perfect products and services. It aims to eliminate defects in processes and get as close to zero defects as possible. GE began focusing on quality in the 1980s with programs like Work-Out that broke down bureaucracy, and now Six Sigma is embedded in their culture and how they work. Key aspects of Six Sigma include focusing on critical quality attributes from the customer's perspective, reducing process variation, and training employees.
Quality management aims to ensure project requirements are met through various processes and tools. It focuses on customer satisfaction, continuous improvement, and preventing defects. The key quality management processes are:
1. Plan Quality Management - Identifying quality requirements and how compliance will be validated. This includes developing a quality management plan.
2. Manage Quality - Auditing quality requirements and results to ensure standards are met as work is in progress. Tools like checklists and audits are used.
3. Control Quality - Monitoring quality metrics and validating changes to ensure requirements continue to be met as the project is implemented. This includes analyzing recommendations from audits.
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.
This document outlines the tools and activities used in the Measure phase of a Lean Six Sigma DMAIC project. It includes reviewing project documents, validating measurements, collecting baseline data, analyzing process capability, and identifying quick wins. Tools mentioned include value stream mapping, data collection planning, basic statistics, process capability analysis, control charts, and cause-and-effect diagrams. The document provides guidance on documenting measurements, operational definitions, measurement systems analysis, and documenting quick wins.
Gemba kaizen focuses on continuous incremental improvement through small changes. It involves identifying issues or opportunities for improvement at the source of operations ("gemba"), determining the root cause, developing and testing countermeasures, and standardizing successful changes. The goal is to continuously improve processes by reducing waste and non-value-added activities to better meet customer needs in terms of quality, cost and delivery.
Presentation for Six Sigma certificationElena Titova
The document provides information for a Six Sigma Green Belt certification project focused on creating online military family training. Key points:
- The project aims to create online centers focused on life skills, education, and career training for five military branches to help military families, active members, and those transitioning out of service.
- Six Sigma tools that will be used include a project charter, SIPOC, process map, fishbone diagram, C&E matrix, and control plan.
- The project charter outlines the problem of a need for military family support services, and the objective is to establish a baseline and improve customer satisfaction and retention through the online centers.
- A SIPOC details the suppliers,
The document discusses software process improvement. It explains process factors that influence quality and productivity, developing process models, and the CMMI process improvement framework. The CMMI model assesses process capability on a scale from 1 to 6. It includes process areas like requirements management and project planning. Process improvement involves analyzing current processes, defining metrics to measure goals, and making changes to improve.
The document provides an overview of Six Sigma training concepts including the Define-Measure-Analyze-Improve-Control (DMAIC) methodology. It discusses key Six Sigma terms and tools used in each phase of DMAIC projects. Examples are given for tools like SIPOC, affinity diagrams, QFD, and data collection plans that are used to define problems, collect data, and establish baselines in the Define and Measure phases. The document also outlines common roles in Six Sigma organizations and how executives and champions guide Six Sigma initiatives. Overall, the document serves as an introductory guide to Six Sigma concepts and the project methodology.
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 is a whitepaper suggesting how Six Sigma DMAIC methodology can be applied to address a long time problem of banks regarding line queuing at the branches.
What is being discussed here is the thought process of arriving at results which matters or with impact rather than doing time-wasting trial and error.
Disclaimer: The insights and opinions expressed in the whitepaper are solely by the author and does not represent any bank. The data used were simulated to recreate the scenarios close to the clients' experience at the branch. Any resemblance is only a matter of coincidence.
Six Sigma is a methodology for continuous improvement that aims to reduce process variation. It was developed by Bill Smith at Motorola in 1986 and focuses on eliminating defects through statistical analysis and process improvement techniques. The goal is 3.4 defects per million opportunities. Six Sigma uses DMAIC (Define, Measure, Analyze, Improve, Control) as its core problem-solving methodology. It can be integrated with project management processes and tools to help define requirements, manage risks and optimize processes.
Improving Pharmacy Quality Using Six SigmaJohn W. Watson
This document discusses using Six Sigma methodology to improve quality in pharmacy processes. It begins by defining quality as meeting customer expectations and notes that customers determine quality. It then explains the Six Sigma DMAIC process of Define, Measure, Analyze, Improve, and Control. As an example, it analyzes decreasing prescription dispensing time using various Six Sigma tools. Through two DMAIC cycles, solutions like a new intake checklist and call-back system helped reduce time to the target of under 10 minutes on average. Maintaining improvements requires standardizing the new process and ongoing monitoring with control charts.
Six Sigma is a methodology that aims to reduce defects and variation in processes. It uses a data-driven, five-phase approach called DMAIC (Define, Measure, Analyze, Improve, Control) to optimize processes. Six Sigma defines quality as 3.4 defects per million opportunities. It uses statistical tools and aims for near-zero defect rates through the elimination of defects from processes. Projects are led by Belts (Black, Green, etc.) who are trained in Six Sigma tools and methods.
The document discusses Failure Mode and Effects Analysis (FMEA) as part of the Six Sigma methodology. It explains that FMEA is implemented during the "Analyze" phase of the DMAIC cycle to help identify process tasks and product features that are prone to failure. The document then outlines the steps for conducting an FMEA, including compiling a failure list, determining failure impacts and rates, establishing detection probabilities, and developing action plans to address high-risk failures. It stresses that FMEA is a priority tool to improve business processes by enabling teams to proactively identify and eliminate likely defects before they impact customers.
Lean Six Sigma is a methodology that uses the DMAIC (Define, Measure, Analyze, Improve, Control) process to systematically identify and eliminate waste and defects. It involves selecting projects with known problems and potential for improvement. The DMAIC process first defines the problem and goals, then measures key aspects, analyzes data to find root causes, improves the process by addressing causes, and controls the new process to hold gains.
The document provides an overview of Six Sigma, including:
1) It defines Six Sigma as a methodology for continuous improvement and creating high quality products and processes using statistical tools.
2) It discusses the origins and growth of Six Sigma at Motorola and GE in the 1980s-1990s.
3) It describes the DMAIC methodology used for process improvement projects and the roles of Master Black Belts, Black Belts, and Green Belts in a Six Sigma organization.
Six Sigma aims to reduce process variation and defects to below 3.4 per million opportunities. It was developed by Motorola in the 1980s and uses data-driven methods like defining problems, measuring processes, analyzing root causes, improving processes, and controlling future performance. The core elements are process improvement, design/redesign, and management. Process improvement uses a five step DMAIC approach of define, measure, analyze, improve, and control problems in existing processes.
How to solve problems (or at least try) with 8DStefan Kovacs
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.
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.
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/
This slide contains some ideas ans steps to get started for cmmi certification in your software company. no one can directly get cmmi certification, it will take a lots of time, i will upload step by step ppt for your complete help to initiate cmmi level
Six Sigma is a data-driven methodology for reducing defects and variation in processes. It aims for no more than 3.4 defects per million opportunities. Six Sigma uses two sub-methodologies: DMAIC for improving existing processes and DMADV for developing new processes. Both involve Green Belts, Black Belts, and Master Black Belts. DMAIC stands for Define, Measure, Analyze, Improve, Control and is used for incremental process improvement. DMADV stands for Define, Measure, Analyze, Design, Verify and is used for developing new processes or products.
Project managers, in just about any industry, are faced with the challenge of improving the efficiency and productivity of their businesses. To do this, they need to understand the best methodology and tools to study and analyze processes correctly. After all, to improve results, the best approach is to improve the process that gives you those results.
Six sigma,SIPOC, Fact based decison makingsadia butt
This document provides an overview of Six Sigma, including its origins at Motorola in 1986 and how it is used today in various industries. It discusses the Six Sigma methodology, which involves defining, measuring, analyzing, improving, and controlling processes to minimize defects. Key aspects of Six Sigma covered include the DMAIC and DMADV methodologies, quality management tools used, benefits, and applications in large and small organizations. The document also discusses analytical approaches to decision making, including collecting and analyzing data factually before making logical conclusions.
- The document discusses Lean Sigma, a customer-focused strategy that integrates Six Sigma tools and Lean principles to improve processes and drive cultural change.
- It explains how to apply Lean Sigma using the DMAIC process (Define, Measure, Analyze, Improve, Control) to supplement validation activities and reduce costs.
- An example is given of using Lean Sigma tools like Critical to Quality measurements to design validation testing protocols focused on the customer's most important needs.
The document summarizes a research paper presented at the 19th International Conference on Production Research about improving software development processes using Six Sigma. It presents the SW-DMAIC method, which was structured based on a multiple case study of software companies. The SW-DMAIC method adapts Six Sigma to address limitations of applying the DMAIC method to software development, such as inaccurate problem identification and changing requirements. It was observed that Six Sigma processes should be present not just in improvement projects but also when introducing Six Sigma and new projects. The benefits can be achieved without executing all DMAIC activities or requiring high maturity.
Six sigma- DMAIC And DMADV , Difference between DMAIC And DMADV,Six sigma quality levels, six sigma learning curve,Six sigma benefits,softwares uesd for six sigma,companies with six sigma.
Six Sigma is a data-driven approach to process improvement originally developed by Motorola. It aims to reduce defects to 3.4 defects per million opportunities. There are two main methods - DMAIC which improves existing processes and DMADV which designs new processes. Key roles include Champions, Master Black Belts, Black Belts and Green Belts who lead projects. Statistical tools like control charts are used to analyze processes, identify issues, and implement solutions to reduce variations and defects. Widespread adoption of Six Sigma has helped many companies significantly cut costs and improve quality, including Motorola who saved over $17 billion from its Six Sigma program.
Six Sigma is a method for improving business processes and reducing defects. It aims to decrease process variation to improve quality, profits, and customer satisfaction. The methodology was developed by Motorola in 1986 and uses statistical tools. There are two approaches - DMAIC focuses on improving existing processes, following the define, measure, analyze, improve, control steps. DMADV is for new product or process design and follows define, measure, analyze, design, verify steps. Six Sigma has been successfully applied across many industries to design and control manufacturing, engineering, financial, supply chain, and healthcare processes.
The document discusses Six Sigma, which is a data-driven methodology used to improve processes by eliminating defects. It aims for near perfection by achieving no more than 3.4 defects per million opportunities. The document outlines the history and key aspects of Six Sigma, including that it was developed by Motorola in the 1980s and has since been adopted by over 25% of Fortune 200 companies, helping generate billions of dollars in savings annually for companies like General Electric and Johnson & Johnson. The two main Six Sigma project methodologies - DMAIC and DMADV - are also summarized.
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.
The document discusses integrated logistics management and related concepts. It begins with definitions of logistics and integrated logistics. Integrated logistics management involves cross-functional teamwork, building channel partnerships, and using third-party logistics. The objectives of integrated logistics management are listed as rapid response, minimum variance, minimum inventory, movement consolidation, and life cycle support. Key factors in an effective logistics system include shippers, suppliers, carriers, warehouse providers, freight forwarders, terminal operators, and government regulators.
This document outlines Tim Kasse's 20 points for quality and process improvement. The 20 points cover a range of topics related to quality management and process improvement, including establishing management commitment, integrating quality goals with business objectives, building quality in from the start rather than relying solely on testing, conducting audits to regain control rather than punish, and calculating the true costs of rework and outsourcing. Kasse acknowledges the influence of prior quality thinkers like Deming, Juran, and Crosby in developing these 20 points.
The quality engineer role involves collaborating across departments to ensure quality requirements are defined and implemented throughout the supply chain. Key responsibilities include performing failure mode and effects analysis to mitigate risks, developing verification and validation methodologies, translating design requirements into manufacturing requirements, and leading teams to implement risk assessment and quality management processes. The role also provides documentation for regulatory submissions, investigates complaints, conducts reliability studies, and serves as a subject matter expert for regulatory inspections.
This document discusses the use of seven basic quality tools (7QC tools) in continuous improvement processes. It describes the 7QC tools as flow charts, Pareto diagrams, check sheets, control charts, histograms, scatter plots, and cause-and-effect diagrams. These tools can be used in all phases of product development and production management. The document also discusses how the 7QC tools can be applied in the PDCA cycle of continuous improvement, the DMAIC methodology of Six Sigma, and the DMADV approach of Design for Six Sigma. Using these tools systematically can help teams identify and analyze problems and develop and evaluate solutions.
This document provides an overview of one-way analysis of variance (ANOVA). It begins by explaining the basic concepts and settings for ANOVA, including comparing population means across three or more groups. It then covers the hypotheses, ideas, assumptions, and calculations involved in one-way ANOVA. These include splitting total variability into parts between and within groups, computing an F-statistic to test if population means are equal, and potentially performing multiple comparisons between pairs of groups if the F-test is significant. Worked examples are provided to illustrate key ANOVA concepts and calculations.
This document introduces analysis of variance (ANOVA) and provides examples of its applications. ANOVA allows comparison of more than two sample means and can be used for both one-way and two-way analyses. A one-way ANOVA tests for differences between three or more independent samples, while a two-way ANOVA also considers differences between dependent samples. The document explains key ANOVA concepts like factors, levels, and hypotheses testing. It provides examples comparing car models, exam scores, and more to illustrate one-way and two-way ANOVA calculations and assumptions. Computational formulas for ANOVA sums of squares, mean squares, and F-ratios are also derived.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
Electric vehicle and photovoltaic advanced roles in enhancing the financial p...IJECEIAES
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Quality Engineering material
1. 1
Define-Measure-Analyze-
Improve-Control (DMAIC)
Six Sigma’s most common and well-known methodology is its problem-solving
DMAIC approach. This section overviews the methodology and its high-level
requirements, given that the requirements define the appropriate deliverables,
which dictate the tasks and the tool selection to aid in the task. This section also
outlines the DMAIC standard toolset, through the understanding of the tool-
task-deliverables linkage, to facilitate appropriate selection of a tool when refer-
encing the “how to” tool articles in Part 2 of this book.
What Is the Main Objective of this Approach?
The DMAIC (Define-Measure-Analyze-Improve-Control) is the classic Six
Sigma problem-solving process. Traditionally, the approach is to be applied
to a problem with an existing, steady-state process or product and/or
service offering. Variation is the enemy—variation from customer speci-
fications in either a product or process is the primary problem.
Variation can take on many forms. DMAIC resolves issues of defects
or failures, deviation from a target, excess cost or time, and deterioration.
Six Sigma reduces variation within and across the value-adding steps in a
process. DMAIC identifies key requirements, deliverables, tasks, and
standard tools for a project team to utilize when tackling a problem.
Brief Description of DMAIC Applications
This classic or traditional Six Sigma methodology was designed to solve a
problematic process or product and/or service offering to regain control.
It addresses improvements in productivity (how many), financial (how
much money), quality (how well) and time (how fast)—PFQT. Originally
costs dominated the financial aspects, but lately project focus has shifted
13
03 0132300214_sect01.qxd 6/27/07 12:17 PM Page 13
2. to revenues and growth. The 5-step DMAIC [pronounced “duh-MAY-ick”]
method often is called the process improvement methodology.
The classic strategy reduces process variance (in total, across the activ-
ities and within-step) to bring it back on target—the customer specifica-
tion or requirement. Knowing that Six Sigma resolves more issues than
just cycle time, Figure 1-1 highlights its impact on cycle time by contrast-
ing a problematic process versus its post-Six Sigma improved state.
Define-Measure-Analyze-Improve-Control (DMAIC)14
Problematic
Process
Step 1 Step 2 Step 3 Step 4
Process
After
Six Sigma
Step 1 Step 2 Step 3 Step 4
Cycle Time
Figure 1-1: Six Sigma’s Impact on Cycle Time
The DMAIC approach is designed to allow for flexibility and iterative-
work, if necessary. As more is learned through the 5-step process,
assumptions or hypotheses as to the root cause of the problem may be
disproved, requiring the project team to revisit them and modify or to
explore alternative possibilities. For example, root cause to a sales force
effectiveness issue may have been hypothesized as a sales training prob-
lem in a specific geographic region. Rather than jumping to conclusions
without facts by implementing a new sales training program, the Six
Sigma project team wisely decides to gather facts about the problem first.
After some investigation and analysis, the team discovers that the root
cause points to an issue with sales management direction, not lack of
sales representatives’ knowledge and skills. If the project team acted
upon the original assumption, time and money would have been wasted
on developing a mismatched solution that would have produced poor
results; the team’s hard work would have gone to waste. Instead, the
team did a mid-course correction based on facts, adjusted its hypothesis,
and developed a solution directly aimed at the true root cause—hence
favorable results ensued.
DMAIC builds on three fundamental principles:
• Results-focused; driven by data, facts, and metrics.
• Work is project-based (short-term in nature, with length depending
on scope and complexity) and project-structured, versus an ongoing
process.
03 0132300214_sect01.qxd 6/27/07 12:17 PM Page 14
3. • Inherent combination of tools-tasks-deliverables linkage that
varies by step in the method.
The DMAIC methodology uses a process-step structure. Steps generally
are sequential; however, some activities from various steps may occur
concurrently or may be iterative. Deliverables for a given step must be
completed prior to formal gate review approval. Step Reviews do occur
sequentially. The DMAIC five steps are
Step 1. DEFINE the problem and scope the work effort of the project
team. The description of the problem should include the pain
felt by the customer and/or business as well as how long the
issue has existed. Hence, identify the customer(s), the project
goals, and timeframe for completion.
The appropriate types of problems have unlimited scope and
scale, from employee problems to issues with the production
process or advertising. Regardless of the type of problem, it
should be systemic—part of an existing, steady-state process
wherein the problem is not a one-time event, but has caused
pain for a couple of cycles.
Step 2. MEASURE the current process or performance. Identify what
data is available and from what source. Develop a plan to gather
it. Gather the data and summarize it, telling a story to describe
the problem. This usually involves utilization of graphical tools.
Step 3. ANALYZE the current performance to isolate the problem.
Through analysis (both statistical and qualitatively), begin to for-
mulate and test hypotheses about the root cause of the problem.
Step 4. IMPROVE the problem by selecting a solution. Based on the
identified root cause(s) in the prior step, directly address the
cause with an improvement. Brainstorm potential solutions, pri-
oritize them based on customer requirements, make a selection,
and test to see if the solution resolves the problem.
Step 5. CONTROL the improved process or product performance to
ensure the target(s) are met. Once the solution has resolved the
problem, the improvements must be standardized and sustained
over time. The standard-operating-procedures may require revi-
sion, and a control plan should be put in place to monitor ongo-
ing performance. The project team transitions the standardized
improvements and sustaining control plan to the process players
and closes out the project.
A DMAIC project typically runs for a relatively short duration (three to
nine months), versus product development projects (using UAPL or
DFSS) and operational line management (using LMAD), which can run
Brief Description of DMAIC Applications 15
DMAIC
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4. years. Given the relatively shorter duration to other types of Six Sigma
methodologies, we distinguish the DMAIC as having five steps, rather
than phases.
The DMAIC method is primarily based on the application of statistical
process control, quality tools, and process capability analysis; it is not a
product development methodology. It can be used to help redesign a
process—any process, given that the redesign fixes the initial process
problem. To be implemented, the method requires four components:
• A measurement system (a gauge) of the process or product/service
offering in trouble.
• Standard toolset that supports tasks to produce deliverables
(including statistical, graphical, and qualitative tools and
techniques).
• An ability to define an adjustment factor(s) to correct the process or
product/service offering back on target.
• A control scheme to maintain the improvement or correction over
time by implementing a control plan with a monitoring system to
audit the response performance against statistical control limits and
defined action plans if needed.
What Key Overall Requirements Define this Approach?
Requirements come from the customer and the business, depending on
the problem scenario. The (internal and external) customer requirements
get translated into what is critical-to-quality (CTQ). These CTQs define the
criteria to evaluate what good looks like—how well the project scope and
deliverables meet requirements. Hence, the project team must meet the
requirements of a phase before declaring completion and closing it out.
The DMAIC method was designed and structured to answer the fol-
lowing overall business questions:
• What does the customer define as the problem?
(Secondarily, is the problem sustained over time, is it chronic, or is it
a one-time occurrence?)
• What characterizes the current problem (e.g., process and perform-
ance metrics), and how has it changed over time?
(Secondarily, is the process in control, and does it have a good meas-
urement system? Is the process capable of producing the customer
requirements?)
Define-Measure-Analyze-Improve-Control (DMAIC)16
03 0132300214_sect01.qxd 6/27/07 12:17 PM Page 16
5. • What are the root causes, and what improvement actions correct
them to meet customer requirements again?
(Secondarily, is the process capable of producing the customer
requirements?)
• What controls should be implemented to sustain this improvement,
including a warning system, action plan, and communication plan
needed in case requirements fail to be met?
(Secondarily, can the improvements be sustained over time?)
What Requirement Determines the Key Activities in this
Approach?
The preceding key business questions determine the DMAIC architecture.
Figure 1-2 depicts a high-level process flow of the DMAIC method
through its five steps.
What Requirement Determines the Key Activities in this Approach? 17
DMAIC
Define
Close Project
No
Measure Analyze Improve Control
In
Control?
Good
measurement
system?
Remove
Measurement
System variation
Yes
No
No
Yes
Process
Capable?
Close Project
Process
Capable?
Sustained
Improvement?
YesYes
Close Project
No Yes
Yes
No
No
Remove
Known
Special
Causes
Problem
over-time?
Figure 1-2: High-Level DMAIC Process Flow
Table 1-1 shows the linkage between the high-level business require-
ments and the five-step DMAIC method.
03 0132300214_sect01.qxd 6/27/07 12:17 PM Page 17
6. Table 1-1: DMAIC Requirements-Step Linkage
Requirements Resulting High Level Task (Step)
What does the customer 1. DEFINE
define as the problem? • Describe in the words of the external or
internal customer—Voice of Customer
(VOC).
• Define the boundary conditions set forth
by the business, including regulatory
environment—Voice of Business (VOB).
• Understand the current process. What has
happened over time, examine process
control charts to identify incidents of
common and special cause variation—
Voice of the Process (VOP).
What characterizes the 2. MEASURE
current problem (that is, • Measure the problem; describe it with
process and performance facts, data, and performance metrics.
metrics), and how has it Determine if the process in control and if
changed over-time? the measurement system is accurate.
• Considered iterative until metrics are
gathered over time.
What are the root causes? 3. ANALYZE
Determine if the process capable of pro-
ducing the customer requirements. If not,
consider it iterative until root causes are
identified and verified with facts and
data.
What improvement actions 4. IMPROVE
correct the root causes to Determing if the process is capable of
meet customer require- producing the customer requirements.
ments again? If not, consider it iterative until improve-
ments are identified and verified with
facts, data, and performance metrics.
What controls should be 5. CONTROL
implemented to sustain this • Demonstrate how the improvements
improvement, including a and/or changes can be sustained.
warning system, action plan, • Manage Risks
and communication plan
needed in case require-
ments fail to be met?
Define-Measure-Analyze-Improve-Control (DMAIC)18
03 0132300214_sect01.qxd 6/27/07 12:17 PM Page 18
7. Figure 1-3 provides a DMAIC icon that reinforces both the overall flow
of a method and the purpose of each step and respective interrelationships.
It summarizes the five-step DMAIC process and its notable iterative nature.
Throughout the remainder of this text, Figure 1-3 will symbolize the
DMAIC approach and indicate a particular step within it if appropriate.
What Tools Are Aligned to Each Step of the Process? 19
DMAIC
Define Measure Analyze Improve Control
Figure 1-3: DMAIC Icon
What Tools Are Aligned to Each Step of the Process?
Given the preceding High Level Task Step(s), the following series of
tables summarize the subsequent tool-task-deliverables combination
associated with each individual step within the five-step approach.
The detail behind how to use each tool can be found in Part II, “Six
Sigma Encyclopedia of Business Tools and Techniques: Choosing the
Right Tool to Answer the Right Question at the Right Time.”
Table 1-2: Define Tools-Tasks-Deliverables
Step 1: DEFINE
What does the customer
define as the problem?
Deliverables Tasks Candidate Tools and Techniques
Project Charter Approved Identify Problem • SMART
(contract with the statement/Opportunity • Project Charter Form
Sponsor regarding and Goal statement. containing: Problem
problem, project scope, Statement (As-Is),
project goal(s), key Desired State (To Be),
deliverables, timeframe, and the Business Reasons
and budget) • Big “Y” over time
Define Measure Analyze Improve Control
continues
03 0132300214_sect01.qxd 6/27/07 12:17 PM Page 19
8. Table 1-2: Continued
Deliverables Tasks Candidate Tools and Techniques
High-level Process Develop High-level • Process Map
Map Constructed Process Map • RACI Matrix
Critical Parameters Gather VOC and • VOC/VOB Gathering
Hypothesized Business techniques
Requirements • Current process control
charts (VOP)
• Stakeholder Analysis
• CTQ
Project Charter Develop Communi- Communication Plan
Published and cation Plan template
Communicated
High-Level Project Finalize Project • Project Charter Form
Plan Defined and Charter • High-level Process
Approved Map
• SIPOC
• Project RACI Matrix
Table 1-3: Measure Tools-Tasks-Deliverables
Step 2: MEASURE
What characterizes the
current problem, and how has it changed
over time?
Deliverables Tasks Candidate Tools and Techniques
Data Collected • Identify Sources • Y = f(X); Big “Y” and
of Data little “Ys”
• Collect Baseline • Data Gathering Plan
Data from existing template
process • Control Charts
• Determine current • Statistical Sampling
Process Performance; • Graphical Methods
is it in control? • QFD (Quality Function
• Remove any known Deployment)
special causes; verify
if process is in
control
Define-Measure-Analyze-Improve-Control (DMAIC)20
Define Measure Analyze Improve Control
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9. Deliverables Tasks Candidate Tools and Techniques
Process Map Defined Develop Detailed • Detailed Process Map
In-depth With Current Process Map • RACI Matrix, revised
Measures
Current Measurement • Validate measure- • Measurement System
System Capability ments and Analysis (MSA)
Evaluated collection system • Process Capability
• Is the process Analysis
capable of meeting
requirements?
Project Charter and • Revise Problem and • Project Charter; its plan
Plan updated, as Goal statements as and milestones
necessary needed • Project RACI Matrix
• Update Project
Plan, as needed
Table 1-4: Analyze Tools-Tasks-Deliverables
Step 3: ANALYZE
What are the root causes
of the current problem?
Deliverables Tasks Candidate Tools and Techniques
Data Analyzed • Validate gaps in • Y = f(X); Big “Y”; little
requirements vs. “Ys” and the “Xs”
current metrics • Critical Gap/Step
• Establish Y=f(X) Analysis
• Quantify Opportunity • Pareto Charts
to close gaps • Statistical Analysis:
Normal Distribution,
Variation
• Correlation and
Regression
What Tools Are Aligned to Each Step of the Process? 21
DMAIC
Define Measure Analyze Improve Control
continues
03 0132300214_sect01.qxd 6/27/07 12:17 PM Page 21
10. Table 1-4: Continued
Deliverables Tasks Candidate Tools and Techniques
Process Analyzed • Develop Detailed • Detailed Process Map
Process Map (inputs, outputs, met-
• Establish Y=f(X) rics, process step
• Quantify Opportunity owners)
to close gaps • RACI Matrix, revised
• Process Mapping of
Critical Parameters
• Y = f(X)
• Pareto Charts
• Process Capability
Analysis
Root Cause Analyzed • Conduct Root • Brainstorming
Cause Analysis Technique
• Prioritize Root • Cause and Effect
Causes Diagrams
• Quantify Oppor- • Five Whys
tunity to close gaps • Affinity Diagram (KJ)
• Hypothesis Testing of
key causes and/or
critical parameters (vital
few Xs)
• Inferential statistics
(Correlation and
Regression)
• DOE
• FMEA
Project Charter and • Revise Problem and • Project Charter;
Plan updated, as Goal statements as its plan and milestones
necessary needed • Project RACI Matrix
• Update Project Plan,
as needed
Define-Measure-Analyze-Improve-Control (DMAIC)22
03 0132300214_sect01.qxd 6/27/07 12:17 PM Page 22
11. Table 1-5: Improve Tools-Tasks-Deliverables
Step 4: IMPROVE
What improvement actions correct
the root causes to meet
customer requirements again?
Deliverables Tasks Candidate Tools and Techniques
Potential Solution Develop Potential • Brainstorming
Generated Improvements or Technique
solutions for root • Positive Deviance
causes • TRIZ
Potential Solution • Develop Evaluation • Basic DOE
Evaluated Criteria • Pilots/Tests
• Measure results • FMEA
• Evaluate improve- • Cost/Benefit Analysis
ments meet targets
• Evaluate for Risk
Solution Selected Select and Implement • Pugh Concept
improved process and Evaluation
metrics • Solution Selection
matrix
• Force Field diagram
• QFD
• Measurement System
Analysis (MSA)
• Process Capability
Analysis
Improved Path Develop Detailed • Detailed Process Map
Forward Implemented Future Process Map • RACI Matrix, future
of improvement • Procedure manual
(standard operating
procedure)
• Implementation and
Transition Plan
Project Charter and • Revise Problem and • Project Charter; its plan
Plan updated, as Goal statements as and milestones
necessary needed • Project RACI Matrix
• Update Project Plan,
as needed
What Tools Are Aligned to Each Step of the Process? 23
DMAIC
Define Measure Analyze Improve Control
03 0132300214_sect01.qxd 6/27/07 12:17 PM Page 23
12. Table 1-6: Control Tools-Tasks-Deliverables
Step 5: CONTROL
What controls should be implemented
to sustain this improvement?
Deliverables Tasks Candidate Tools and Techniques
Control Plan Defined • Document New • Control Plan Design
Measurement • Control Charts (SPC)
Process • FMEA/Risk Analysis
• Define control plan • Communication Plan
• Stakeholders Analysis
Improvements/ Validate metrics and • Measurement System
Innovation Implemented collection systems Analysis (MSA)
• Process Capability
Analysis
• Cost/Benefit Analysis
Training Conducted Train • Training/Transition plan
Process Documented Document recommend- • Process Map
ation or improvement • RACI
summary and highlight • Procedure manuals
changes from As-Is to
Improved
Tracking System Establish Tracking • Scorecard or Dashboard
Deployed Procedure • Data Mining (MINITAB
graphical data analysis)
Lessons Learned • Revise Problem and • Project Charter; its plan
Documented and Goal statements to and milestones
Project Closed reflect actual • Project RACI Matrix
• Update Project Plan • New SIPOC
to reflect actual
• Record lessons
learned and
file along with
final project
documentation
Define-Measure-Analyze-Improve-Control (DMAIC)24
Define Measure Analyze Improve Control
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13. What Are Some of the Key Concepts that Characterize this
Approach?
What Are Some of the Key Concepts that Characterize
this Approach?
There are some key characteristics that distinguish DMAIC from other Six
Sigma methods. The following overview wraps up the DMAIC highlights
and introduces some of its variants.
How Is the Problem Defined?
The problem statement in a Project Charter typically speaks to defects or
variance from a target over time with an existing, steady state, process, or
product. (The charter is part of a standard Six Sigma toolset used to docu-
ment the project scope. See Also “SMART,” in Part II, p. 665) Typically,
the customer should determine the target; however, at times the business,
industry standard, or regulatory agency may set it. Time-based problem
statements indicate the problem may be chronic (has persisted for a
period of time), which helps create a case for change (versus a one-time
occurrence) to incite interest in and resources to tackle the issue.
Common metrics include DPMO (Defects per Million Opportunities
(or units)), PPM (Parts per Million), Mean Time between Failures (MTBF),
Cost, Percent Variance, or Errors.
What Is Commonly Measured?
Typically, three key items are measured:
• Output (or Outcome)—The end result of the process (or product)
requiring improvement
• Process—The workflow (of activities and items) that produces the
output
• Inputs—The raw materials and information used by the process to
produce the output
The relationship of these three key items often is described as an equa-
tion: Y = f(x), which reads, “Y is a function of X.” The “Y” refers to the out-
put(s); the “X” refers to the key measures from the process variables
(inputs and/or the process itself). See Also “Y=f(x),” in Part II, p. 758.
The DMAIC project goal is to identify the critical (or vital few) Xs—the
root cause of the problem—and select their optimal level(s) to best drive
the desired improvement in the output performance (sometimes called
the “Big Y”). This language sounds foreign to many people not comfort-
able with mathematically-structured sentences; however, it is readily
used in most Six Sigma texts. A simpler articulation is the goal of a
DMAIC project is to improve PFQT—Productivity (how many), Financial
(how much money), Quality (how well), and Time (how fast).
25
DMAIC
03 0132300214_sect01.qxd 6/27/07 12:17 PM Page 25
14. Are There any DMAIC Variations?
There are two prevalent variations to the traditional DMAIC method.
Both build on the DMAIC fundamentals but add new dimensions to
extend its applications. The first is DMAIIC, wherein innovation is added
for situations where a simple improvement modification is inadequate
and a new design may be required. (Note that in the technical, engineer-
ing arena that an innovation adaptation typically aligns with the
DMADV method. DMADV distinguishes itself from DMAIIC by not only
its often unique environment scenario, but also it usually calls for a
requirement of building a new process (or product design) from scratch
at the start of the project; whereas, DMAIIC often is unaware of the
redesign requirement until much later into the project lifecycle. See Also
“DFSS,” in Section 3, p. 45) The second is Lean Six Sigma, which adds
concepts of velocity, value-add, and flow to the DMAIC concepts.
1. DMAIIC—Adding an “I” for Innovation—Many organizations
have found that improving a current process or product may not be
enough to deliver the desired results, and at times innovation is
needed. Since the project teams have just completed the Define-Mea-
sure-Analyze stages of the process and are in the midst of Improve,
rather than starting over from scratch, project teams have found that
the work done to this point is a good foundation for innovation
work. Hence, some companies have built on the DMAIC framework
already in-place and added a second “I” for innovation to keep the
project team progressing. Therefore, the variation is Define-Measure-
Analyze-Improve/Innovate-Control.
Figure 1-4 shows the DMAIIC flow diagram and depicts how the Inno-
vate tasks integrate into the classic DMAIC model.
2. Lean Six Sigma—Adding Lean Concepts—By incorporating lean
concepts into DMAIC, the project adds a dimension of velocity (i.e.
improved cycle time), value-add, and flow to what Six Sigma
already offers.
Both concepts share similar views on customer-focus, process-centric
work, and appropriate tools. Lean simply adds a deeper set of tools to
eliminate waste between process steps handoffs. Often DMAIC pro-
vides a project the big picture view (what the customer values balanced
by business values) and process stabilization and capability—while
Lean introduces speed and flow concepts at a more detailed level. The
Define-Measure-Analyze-Improve-Control structure still holds true for
Lean Six Sigma projects. See Also “Lean and Lean Six Sigma,” Section
2, p. 29, for more details on Lean.
Define-Measure-Analyze-Improve-Control (DMAIC)26
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15. Figure 1-4: High-level DMAIC Process Flow
Summary
Many view DMAIC as the foundation of Six Sigma. DMAIC is best used
as an iterative problem-solving method to combat variation in an exist-
ing, steady-state process. Students of the quality and process improve-
ment often start by learning the DMAIC approach because most other
methodologies derive from its fundamental structure and concepts. Com-
ponents of the standard DMAIC toolset also can be found in the tool suite
of other Six Sigma approaches.
Summary 27
DMAIC
Define
Problem
over-time?
Close Project
No
Measure Analyze
Improve/
Innovate
Control
In
Control?
Good
measurement
system?
Remove
Measurement
System variation
Yes
No
No
No
No
Resign process
and/or product/
services offering
Yes
Process
Capable?
Close Project
Process
Capable?
Can goals
be achieved
with existing
process?
Sustained
Improvement?
YesYes
Close Project
No Yes
Yes
Yes
No
Remove
Known
Special
Causes
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