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DMAIC refers to a data-driven improvement cycle used for improving, optimizing and stabilizing business processes and designs. The DMAIC improvement cycle is the core tool used to drive Six Sigma projects. Define, measure, analyze, improve, and control (DMAIC) is a data-driven quality strategy used to improve processes. One of the things that sets Six Sigma apart from some other quality improvement and management methodologies is a structured approach to every project. Projects that are meant to improve an existing process follow a road-map for success known as the DMAIC process;
Data Type
Continuous versus discrete data
Data is either discrete or continuous, and teams collect data either as a population sample or a process sample. How teams collect data and the type of data collected determine how the data can be viewed graphically and analyzed.
Discrete data
Discrete data can be displayed via Pareto charts, pie charts, and bar charts. In some instances, the data can be converted to run and control charts using variation within the data or ratios as the item being charted. In the chapter on the control phase, you’ll begin understanding why a team might want to convert discrete data to be used in a control chart. Within discrete data, binary or attribute data is usually the easiest data to collect. Attribute data records one of the other answers. Does the person choose paper or plastic? Is the room hot or cold? Is the glass empty or full? Is the light on or off? Depending on the scenario, attribute data can be very accurate. The light is either on or off; the switch position tells you that. Attribute data in this case can be automated with the right technology, which means it would be highly accurate. Whether the cup is empty or full is another story, because there are so many variations between completely empty and completely full. If the data is being collected by people, personal biases might enter the equation.
Continuous data
Continuous data is quantitative data and is measured in units. For example, the time of day is measured in hours. Temperature is measured in degrees, and almost anything can be converted to continuous data by making it a percentage. Continuous data is visualized in graphs such as histograms and box plots. Box plots are discussed in chapter 14, and histograms are covered in depth in the chapters on statistics. Continuous data can also be viewed in the form of run and control charts.
Phase 1: Define
Phase 1: Define
During a DMAIC project, the Define phase is concerned with identifying the problem, defining requirements for the project, and setting goals for success. In a DMADV project, the Define stage is slightly more rigid. Teams also have to identify a problem and begin defining requirements, but requirements must be made within a change-management environment.
What is Change Management?
Change management refers to a closely-managed process of making changes in an organization. Often, companies use change management policies and rules to govern how changes are made to software, infrastructure, or processes that have compliance or audit elements.
What is Project Charter?
Project Charter: Team
A project charter, or team charter, is a short document that includes information about the Business case and what problem definition to accomplish. The purpose of the charter is to set expectations that can be agreed upon by the team as well as the sponsor or executive leaders, keep the team focused on the goal, ensure the project remains aligned with the goals of the business, and documents the fact that control of a process is being moved from a business executive or manager to a Six Sigma project team.
Benefits of an Organizational Team Charter Template
Businesses that are implementing Six Sigma organization-wide might consider creating or using a specific template for team charters. Templates streamline define phases and make it easy for leadership teams and other employees to understand critical process components at a glance.
Project charter elements
Project charter is best define tool in six sigma. There may be or more element in project charter for example: Businesses case , Project Scope, List of stack holder, Milestone, Measurement of success, and Expected financial benefit.
Phase 2 : Measure
Phase 2: Measure
During the Measure phase, the team is concerned with creating a baseline metric for the process and refining problem statements and other outputs of the Define stage. Creating a baseline metric lets teams understand how a process should be measured and how the process is really performing before improvements begin. It also provides a comparison point so teams can show how much improvement they’ve brought to a project at the end of the DMAIC method. A successful Measure phase requires strong observation skills, an understanding of the reasons behind measure, knowledge of data types such as discrete and continuous, tools for measurement assessment, and a strong background in statistical analysis. Some of the tools often deployed in the Measure phase, such as the CTQ tree and sigma level calculation.
Tips for an Effective Measure Phase
The Measure phase is often the most challenging phase for a Six Sigma team leader, especially when working with teams that are inexperienced in the methodology. When teams start to really dig deep into a process and begin to measure things, they often get a true idea about how challenging the problem really is. They might also have a difficult time understanding how and when to measure things, and collecting data that hasn’t been collected before can be time consuming and tedious. Because of all these challenges, teams might enter what is called a storming stage
Failure Modes and Effect Analysis
The Failure Modes and Effect Analysis is a tool that can be applied by a Six Sigma team in any phase from define to analyze. Often, teams begin working with FMEAs in measure because it helps them identify risk priorities for various inputs and errors within a process. To create an FMEA, create a spreadsheet with the following column headers:
1. Process step
2. Potential failure
3. Potential failure effect
4. SEV
5. Potential cause of failure
6. OCC
7. Current monitor/control
8. DET
9. RPN
10. Recommended changes/actions
11. Who and When?
12. Action completed
Analyze Tollgate Checklist
o Primary root causes have been identified.
o Team has prioritized root causes.
o Champion or sponsor agrees with team priorities moving into the improve phase.
o Where possible, root cause assumptions are backed by statistical data.
o Relationships between variables within a process are understood.
o Where possible, variable relationships have been confirmed with statistical analysis.
Phase 3 : Analyse
Phase 3 : Analyse
Analyze phases are when teams perform detective work on the process. Using the clues gathered during the Define and Measure phases, along with information provided by the sponsor, process owner, and subject matter experts, teams attempt to identify root causes for a problem; they also use statistical analysis and other tools to verify causes before turning to the work of identifying possible solutions. During the Analyze phase, teams use a variety of tools – some of which were introduced in earlier chapters. Tools common in the Analyze phase include Pareto charts, run charts, histograms, cause-and- effect diagrams, scatter diagrams, process maps, and value analysis.
Root Cause Analysis
One of the fundamental activities of the analyze phase performed by the entire team with help from identified subject matter experts is the root cause analysis. Root cause analysis is used to identify root causes for problems or defects when a team has reached the analyze phase without a clear idea of primary causation.
The Cause and Effect, or Fishbone, Diagram
The cause and effect diagram is called the Fishbone diagram because you begin with what looks like a simple drawing of a fish skeleton. Fishbone diagram as part of a team brainstorming exercise. Lets take an example of bad burger. The Fishbone diagram is a visual representation of cause and effect relationships. It is a simple to use the tool, yet very effective in improving a process and the quality of a product or service. With its continuous implementation, an organization can be proactive in determining any process shortcoming and can address problems quickly and accurately.
Pareto Chart
The first graphical tool for validating root causes is the Pareto chart, the principle behind Pareto Chart is 80/20 rule, which says that 20 percent of the causes lead to 80 percent of the results. Because of this, a Pareto chart is a good starting point for root cause brainstorming – teams can start with the few inputs or attributes accounting for the bulk of the Pareto chart. Just as you can “drill down” using the Fishbone diagram, asking deeper and deeper “Why?” questions, you can drill down using a Pareto chart.
Statistical Analysis
Hypothesis Testing
Hypothesis testing lets Six Sigma experts draw conclusions about the population based on statistical analysis performed on a sample. Because the conclusions are based on samples and not the entire population, there is always some risk of error. You might have seen or heard poll results given with a plus/minus in the result: “60 percent, plus or minus 2 percentage points, would vote for the candidate today.” That plus/minus is the value for the error risk.
Correlation and Regression Analysis
Regression and correlation analysis helps Six Sigma experts understand how variables within a process might be related. Regression analysis helps teams define the relationship between one independent variable – possibly an input – and one dependent variable – possibly an output. Does the temperature in the oven have a relationship to whether the cake is baked correctly, and how close are the two things related? Does the number of hours a person works have an impact on his or her productivity – can the team show a correlation between lower production as employees approach the end of a shift? These are the types of questions that regression analysis can answer.
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