5 tools in dmai...

DMAIC (Define-Measure-Analyze-Improve-
Control)
Using DMAIC to Improve Service Processes
No matter how you approach deploying
improvement teams in your organization, they will
all need to know what is expected of them. That is
where having a standard improvement model
such as DMAIC (Define-Measure-Analyze-
Improve-Control) is extremely helpful. It provides
teams with a roadmap. DMAIC is a structured,
disciplined, rigorous approach to process
improvement consisting of the five phases
mentioned, where each phase is linked logically to
the previous phase as well as to the next phase.

There are many resources that describe the DMAIC
process. Our purpose here is to focus on special
considerations for using the Lean Six Sigma DMAIC
process in a service environment, including both
methods and tools that are particularly helpful as
well as hints on how to model the people side of
each phase.
Elements of Define (DMAIC)
Elements of Measure (DMAIC)
Elements of Analyze (DMAIC)
Elements of Improve (DMAIC)
Elements of Control (DMAIC)
Process Simulation and Modeling
Difference Between DMAIC and Design For Six
Sigma (DFSS)

Elements of Define (DMAIC)
Key Concept
The tools most commonly used in the Define
phase are:
 Project Charter
 Stakeholder Analysis
 Suppliers, Inputs, Process, Output, and
Customers (SIPOC) Process Map
 Voice of the Customer
 Affinity Diagram
 Kano Model
 Critical-To-Quality (CTQ) Tree

The first phase is Define. During the Define
phase, a team and its sponsors reach
agreement on what the project is and what it
should accomplish. Presuming that a draft of
the Project Charter is already in place, the
main work in the Define phase is for the
project team to complete an analysis of what
the project should accomplish and confirm
understanding with the sponsor(s). They
should agree on the problem, which
customers are affected, and how the current
process or outcomes fail to meet their
customers’ needs through "
Voice of the Customer or
Critical-To-Quality (CTQ)." The outcome of the
Define phase is:

 A clear statement of the intended improvement
(Project Charter)
 A high-level map of the Processes (SIPOC)
 A list of what is important to the customer (CTQ)
 An understanding of the project's link to corporate
strategy and its contribution to ROIC
The tools most commonly used in the Define phase
are:
 Project Charter
 Stakeholder analysis
 Suppliers, Inputs, Process, Output, and
Customers (SIPOC) process map
 Voice of the Customer
 Kano Model
 Critical-To-Quality (CTQ) tree

The following sections provide a brief
description of the above tools and techniques.
Project Charter
The charter is a contract between the
organization’s leadership and the project team
created at the outset of the project. Its purpose
is:
 To clarify what is expected of the team
 To keep the team focused
 To keep the project and team aligned with
organizational priorities
 To transfer the project from the champion to
the team
Back to Define Tools

Stakeholder Analysis
A DMAIC project will require a fundamental change in the
process. In an effort to mitigate the resistance to change
when the improvement is implemented, it is crucial to identify
the stakeholders early on, and to develop a communication
plan for each of them. Typical stakeholders include
managers, people who work in the process under study,
upstream and downstream departments, customers,
suppliers and finance. Regular communication can create
more buy-in, identify better solutions, and avoid pitfalls.
SIPOC Process Map
A SIPOC is a high-level process map that includes
Suppliers, Inputs, Process, Output, and Customers. Quality
is judged based on the output of a process. The quality is
improved by analyzing inputs and process variables. An
example of a SIPOC Process Map is provided below.

View large image | Read accessible description of image
Figure 1: SIPOC Process Map example

Voice of the Customer
The "Voice of the Customer" is a process used to
capture the requirements/feedback from the
customer (internal or external) to provide them
with best-in-class service/product quality. This
process is all about responsiveness and
constantly innovating to capture the changing
requirements of the customers over time.
The "Voice of the Customer" is the term used to
describe the stated and unstated needs or
requirements of the customer. The “Voice of the
Customer” can be captured in a variety of ways:
Direct discussion or interviews, surveys, focus
groups, customer specifications, observation,
warranty data, field reports, complaint logs, etc.

This data is used to identify the quality
attributes needed for a supplied component or
material to incorporate in the process or
product. The VOC is critical for an
organization to:
 Decide what products and services to offer
 Identify critical features and specifications
for those products and services
 Decide where to focus improvement efforts
 Obtain a baseline measure of customer
satisfaction against which improvement will
be measured
 Identify key drivers of customer

The following is a list of typical outputs of the
VOC process:
 A list of customers and customer
segments
 Identification of relevant reactive and
proactive sources of data
 Verbal or numerical data that identify
customer needs
 Defined Critical-To-Quality requirements
(CTQs)
 Specifications for each CTQ requirement

Affinity Diagram
An Affinity Diagram (sometimes referred to as
a "KJ", after the initials of the person who
created this technique, Kawakita Jiro) is a
special kind of brainstorming tool. You use an
Affinity Diagram to:
 Gather large numbers of ideas, opinions,
or issues and group those items that are
naturally related
 Identify, for each grouping, a single
concept that ties the group together

View large image |
Read accessible description of image
Figure 2: Affinity Diagram example

An Affinity Diagram is especially useful when:
 Chaos exists
 The team is drowning in a large volume of
ideas
 Breakthrough thinking is required
 Broad issues or themes must be identified
Building an Affinity Diagram is a creative
rather than a logical process that encourages
participation because everyone's ideas find
their way into the exercise.

Kano Model
Developed in the 80's by Professor Noriaki
Kano, the Kano model is based on the
concepts of customer quality and provides a
simple ranking scheme which distinguishes
between essential and differentiating
attributes. The model is a powerful way of
visualizing product characteristics and
stimulating debate within the design team.
Kano also produced a rigorous methodology
for mapping consumer responses into the
model. Product characteristics can be
classified as:

 Threshold / Basic attributes
Attributes which must be present in order for the
product to be successful, and can be viewed as
a 'price of entry'. However, the customer will
remain neutral towards the product even with
improved execution of these threshold and basic
attributes.
 One dimensional attributes (Performance /
Linear)
These characteristics are directly correlated to
customer satisfaction. Increased functionality or
quality of execution will result in increased
customer satisfaction. Conversely, decreased
functionality results in greater dissatisfaction.
Product price is often related to these attributes.

 Attractive attributes (Exciters / Delighters)
Customers receive great satisfaction from a
feature and are willing to pay a price
premium. However, satisfaction will not
decrease (below neutral) if the product
lacks the feature. These features are often
unexpected by customers and can be
difficult to establish as needs during initial
design. They are sometimes called
unknown or latent needs.
An example of Kano Model is provided below.

Figure 3: Kano Model example

Critical-To-Quality (CTQ) tree
The purpose of Critical-To-Quality trees is to convert
customer needs/wants to measurable requirements for the
business to implement.
For example: A retail merchant was receiving a significant
number of complaints regarding their homeowner warranty
policies from their customers. By analyzing customer survey
data and developing the CTQ tree, the business was able to
identify critical-to-satisfaction requirements. These
requirements became the focus for improving customer
satisfaction. The business eliminated mandatory warranty
visits and made all warranty visits optional. Eliminating
mandatory visits satisfied the customers who thought there
were too many visits and adding an extra optional visit
satisfied customers who thought there were too few visits.
Expanding the time frame for scheduling warranty visits from
two weeks to three months eliminated the inconvenience for
customers who had busy schedules and found the time frame
difficult to manage.

The business took a general, difficult-to-measure need (to improve
homeowner warranty satisfaction) and developed specific,
measurable, and actionable requirements to drive improvements in
customer satisfaction.

Figure 4: Critical-to-Quality (CTQ) tree example
Reference
• iSixSigma.com

Elements of Measure (DMAIC)
Key Concept
The tools most commonly used in the
Measure phase are:
 Prioritization Matrix
 Process Cycle Efficiency
 Time Value Analysis
 Pareto Charts
 Control Charts
 Run Charts
 Failure Modes and Effect Analysis
(FMEA)

One of the major benefits of Six Sigma is its demand
for a fact-based and data-driven analytical approach.
Most other improvement methodologies, including
Lean, tend to attempt process improvement without
sufficient data to understand the underlying causes of
the problem. The result is typically many quick-hit
projects with short-lived or disappointing results.
Combining data with knowledge and experience is
what separates true improvement from mere process
tinkering. One of the goals of the Measure phase is to
pin-point the location or source of a problem as
precisely as possible by building a factual
understanding of existing process conditions. That
knowledge helps you narrow the range of potential
causes requiring investigation in the Analyze phase.
An important part of Measure is to establish a baseline
capability level.

The tools most commonly used in the Measure
phase are:
 Prioritization Matrix

 Process Cycle Efficiency

 Time Value Analysis

 Pareto charts

 Control charts

 Run Charts

 Failure Modes and Effect Analysis (FMEA)

The following sections provide a brief description
of the above tools and techniques:
Prioritization Matrix
The Prioritization Matrix provides a way of sorting
a diverse set of items into an order of importance.
It also enables their relative importance to be
identified by deriving a numerical value of the
importance of each item. Thus an item with a
score of 223 is clearly far more important than
one with a score of 23, but is not much more
important than one with a score of 219. Items are
compared, scored against a set of key criteria,
and the scores for each item are then summed.

Figure 5: Prioritization Matrix
Reference
• The Improvement Encyclopedia
Back to Measure Tools

Process Cycle Efficiency
A calculation that relates the amount of value-added time
to total cycle time in a process.
Time Value Analysis
A chart that visually separates value-added from non-
value-added time in a process.
Pareto Charts
Vilfredo Pareto, a turn-of-the-century Italian economist,
studied the distributions of wealth in different countries,
concluding that a fairly consistent minority – about 20% –
of people controlled the large majority – about 80% – of a
society's wealth. This same distribution has been
observed in other areas and has been termed the Pareto
effect.

Figure 6: Example Pareto Chart

The Pareto effect even operates in quality
improvement: 80% of problems usually stem
from 20% of the causes. Pareto charts are
used to display the Pareto principle in action,
arranging data so that the few vital factors
that are causing most of the problems reveal
themselves. Concentrating improvement
efforts on these few issues will have a
greater impact and be more cost-effective
than undirected efforts.

Control Charts
Every process varies. If you write your name
ten times, your signatures will all be similar, but
no two signatures will be exactly alike. There is
an inherent variation, but it varies between
predictable limits. If, as you are signing your
name, someone bumps your elbow, you get an
unusual variation due to what is called a
"special cause". If you are cutting diamonds,
and someone bumps your elbow, the special
cause can be expensive. For many processes,
it is important to notice special causes of
variation as soon as they occur.

Figure 7: Example Control Chart

There's also "common cause" variation.
Consider a baseball pitcher. If he has good
control, most of his pitches are going to be
where he wants them. There will be some
variation, but not too much. If he is "wild", his
pitches aren't going where he wants them;
there's more variation. There may not be any
special causes - no wind, no change in the ball -
just more "common cause" variation. The result:
more walks are issued, and there are unintended
pitches over the plate where batters can hit
them. In baseball, control wins ballgames.
Likewise, in most processes, reducing common
cause variation saves money.

Happily, there are easy-to-use charts which make it
easy see both special and common cause variation in
a process. They are called control charts, or
sometimes Shewhart charts, after their inventor,
Walter Shewhart, of Bell Labs. There are many
different subspecies of control charts which can be
applied to the different types of process data which
are typically available.
All control charts have three basic components:
 A centerline, usually the mathematical average of
all the samples plotted.
 Upper and lower statistical control limits that define
the constraints of common cause variations.
 Performance data plotted over time.

Run Charts
Run charts (often known as line graphs outside the
quality management field) display process performance
over time. Upward and downward trends, cycles, and
large aberrations may be spotted and investigated
further. In a run chart, events, shown on the y axis, are
graphed against a time period on the x axis. For
example, a run chart in a hospital might plot the
number of patient transfer delays against the time of
day or day of the week. The results might show that
there are more delays at noon than at 3 p.m.
Investigating this phenomenon could unearth potential
improvement needs. Run charts can also be used to
track improvements that have been put into place,
checking to determine their success. Also, an average
line can be added to a run chart to clarify movement of
the data away from the average.

Figure 8: Example Run Chart

Failure Modes and Effect Analysis
(FMEA)
Procedures and tools that help to identify
every possible failure mode of a process or
product, determine its effect on other sub-
items and on the required function of the
product or process. The FMEA is also used
to rank & prioritize the possible causes of
failure as well as develop and implement
preventive actions, with responsible
persons assigned to carry out these
actions.

Elements of Analyze (DMAIC)
Key Concept
The tools most commonly used in the Analyze
phase are:
 5 Whys Analysis
 Brainstorming
 Cause and Effect Diagram
 Control Charts
 Flow Diagrams
 Pareto Charts
 Regression Analysis
 Scatter Plots

The Measure phase has identified the
baseline performance of the process. By
stratifying (sequenced in order of ranks or
order) the data in the baseline performance, it
becomes possible to pinpoint the location or
source of problems by building a factual
understanding of existing process conditions
and problems. That helps to focus the
problem statement. In the Analyze phase you
will develop theories of root causes, confirm
the theories with data, and finally identify the
root cause(s) of the problem. The verified
cause(s) will then form the basis for solutions
in the Improve phase.

The tools most commonly used in the Analyze
phase are:
 5 Whys Analysis
 Brainstorming
 Cause and Effect Diagram
 Affinity Diagrams (covered in the Define phase)
 Control Charts (covered in the Measure phase)
 Flow Diagram
 Pareto Charts (covered in the Measure phase)
 Regression Analysis
 Scatter Plots

5 Whys Analysis
Key Concept
Benefits of the 5 Whys:
 It helps to quickly identify the root cause
of a problem
 It helps determine the relationship
between different root causes of a
problem
 It can be learned quickly and doesn't
require statistical anaysis to be used

5 Whys Analysis is a problem solving technique
that allows you to get at the root cause of a
problem fairly quickly. It was made popular as part
of the Toyota Production System (1970’s).
Application of the strategy involves taking any
problem and asking "Why - what caused this
problem?"
By repeatedly asking the question "Why" (five is a
good rule), it is possible to peel away the layers of
symptoms to identify the root cause of a problem.
Very often the first reason for a problem will lead
you to another question and then to another.
Although this technique is called "5 Whys," you
may find that you will need to ask the question
fewer or more times than five before you find the
issue related to a problem.

An example of a five Why Analysis . . . The "wheel"
example.
1. Why is our largest customer unhappy? Because
our deliveries of bicycles have been late for the
last month.
2. Why have our bicycle deliveries been late for the
last month? Because production has been behind
schedule.
3. Why has production been behind schedule?
Because there is a shortage of wheels.
4. Why are we having a shortage of wheels?
Because incoming inspection has rejected a large
number of wheels for not being round.
5. Why are we rejecting so many parts? Because
purchasing switched to a cheaper wheel supplier
that has inconsistent quality.
Back to Analyze Tools

Brainstorming
Brainstorming is simply listing all ideas put forth by a
group in response to a given problem or question. In
1939, a team led by advertising executive Alex Osborn
coined the term "brainstorm." According to Osborn,
"Brainstorm means using the brain to storm a creative
problem and to do so "in commando fashion, each
stormer audaciously attacking the same objective."
Creativity is encouraged by not allowing ideas to be
evaluated or discussed until everyone has run dry.
Any and all ideas are considered legitimate and often
the most far-fetched are the most fertile. Structured
brainstorming produces numerous creative ideas
about any given "central question". Done right, it taps
the human brain's capacity for lateral thinking and free
association.

Brainstorms help answer specific questions such as:
 What opportunities face us this year?
 What factors are constraining performance
in Department X?
 What could be causing problem Y?
 What can we do to solve problem Z?
However, a brainstorm cannot help you
positively identify causes of problems, rank
ideas in a meaningful order, select important
ideas, or check solutions.

Cause and Effect (C&E) Diagram
The Cause & Effect diagram is the brainchild of
Kaoru Ishikawa, who pioneered quality
management processes in the Kawasaki
shipyards, and in the process became one of the
founding fathers of modern management. The
C&E diagram is used to explore all the potential
or real causes (or inputs) that result in a single
effect (or output). Causes are arranged
according to their level of importance or detail,
resulting in a depiction of relationships and
hierarchy of events. This can help you search for
root causes, identify areas where there may be
problems, and compare the relative importance
of different causes.

Causes in a C&E diagram are frequently
arranged into four major categories. While
these categories can be anything, you will
often see:
 Manpower, methods, materials, and
machinery (recommended for
manufacturing)
 Equipment, policies, procedures, and
people (recommended for
administration and service)

These guidelines can be helpful but should
not be used if they limit the diagram or are
inappropriate. The categories you use
should suit your needs. Often we can create
the branches of the cause and effect tree
from the titles of the affinity sets in a
preceding affinity diagram.
The C&E diagram is also known as the
fishbone diagram because it is drawn to
resemble the skeleton of a fish, with the
main causal categories drawn as "bones"
attached to the spine of the fish.

Figure 9: Example C&E diagram
Affinity Diagram (covered in the Define phase)
Control Charts (covered in the Measure phase)

Flow Diagrams
Flowcharts are maps or graphical representations of a
process. Steps in a process are shown with symbolic
shapes, and the flow of the process is indicated with arrows
connecting the symbols. Computer programmers
popularized flowcharts in the 1960's, using them to map the
logic of programs. In quality improvement work, flowcharts
are particularly useful for displaying how a process
currently functions or could ideally function. Flowcharts can
help you see whether the steps of a process are logical,
uncover problems or miscommunications, define the
boundaries of a process, and develop a common base of
knowledge about a process. Flowcharting a process often
brings to light redundancies, delays, dead ends, and
indirect paths that would otherwise remain unnoticed or
ignored. But flowcharts don't work if they aren't accurate, if
team members are afraid to describe what actually
happens, or if the team is too far removed from the actual
workings of the process.

There are many varieties of flowcharts and
scores of symbols that you can use.
Experience has shown that there are three
main types that work for almost all situations:
 High-level flowcharts map only the major
steps in a process and provide a good
overview:

Figure 10: High-level flow diagram example

 Detailed flowcharts show a step-by-step
mapping of all events and decisions in a
process:

Figure 11: Detailed flow diagram example
Pareto Charts (covered in the Measure phase)

Regression Analysis
Regression analysis is a statistical forecasting
model that describes and evaluates the
relationship between a given variable, usually
called the dependent variable, and one or
more other variables, usually known as the
independent variables.
Regression analysis models are used to help
us predict the value of one variable compared
to one or more other variables whose values
can be predetermined.

Scatter Plots
Scatter Plots (also called scatter diagrams) are used to
investigate the possible relationship between two variables that
both relate to the same "event." A straight line of best fit, using
the least squares method, is often included.

Figure 13: Scatter plot example

Reference: Scatter Plot example - Beta Test Correlation with SAT
Things to look for in a scatter plot:
 If the points cluster in a band running from lower left to upper
right, there is a positive correlation (if x increases, y increases).

 If the points cluster in a band from upper left to lower right,
there is a negative correlation (if x increases, y decreases).

 Imagine drawing a straight line or curve through the data so
that it "fits" as well as possible. The more the points cluster
closely around the imaginary line of best fit, the stronger the
relationship that exists between the two variables.

 If it is hard to see where you would draw a line, and if the
points show no significant clustering, there is probably no
correlation.


Elements of Improve (DMAIC)
Key Concept
The tools most commonly used in the Improve
phase are:
 Brainstorming
 Follow charting
 FMEA
 Stakeholder Analysis
 Setup Reduction
 Queuing Methods for Reducing Congestion and
Delays
 5S's Method
 Kaizen

The sole purpose of the Improve phase is to
demonstrate, with fact and data, that your
solutions solve the problem. Your
organization will make changes in a process
that will eliminate the defects, waste, and
unnecessary costs that are linked to the
customer need identified during the Define
phase. Tools and strategies you will find for
the Improve phase will include solution
matrices that link brainstormed solution
alternatives to customer needs and the
project purpose, and methods for
implementing desired solutions.

The tools most commonly used in the Improve
phase are:
 Brainstorming (covered in the Analyze phase)
 Flow Charting (covered in the Analyze phase)
 FMEA (covered in the Measure phase)
 Stakeholder Analysis (covered in the Define
phase)
 Setup Reduction
 Queuing Methods for Reducing Congestion
and Delays
 5S’s Method
 Kaizen

Setup Reduction
Key Concept
Benefits of Setup Reduction:
 Reduce lead time, resulting in improved
delivery
 Improve documentation of setup
processes, leading to improved
processes
 Decreased inventory and costs, while
increasing capacity

Setup reduction is the process of reducing
changeover time (i.e., from the last good
piece of the previous run to the first good
piece of the next run). Since setup activities
add no marketable form, fit, or function to the
product, they are by definition non-value
adding. The tool for tackling setup time is the
Four-Step Rapid Setup method. The principle
of this method is to eliminate anything that
interrupts or hinders productivity. The
following steps provide a high level
description of the Four-Step Rapid Setup
method:

Step # 1 – Identify and tabulate any process-related
activity that fits into one or more of the following
categories:
 Activity that delays the start of value-added work
 Activity that causes interruptions to value-added
work
 Activity where it is similar or identical to another
task in the process
Step #2 – See if any of the interruptive/delaying
tasks can be offloaded: Our focus here is to move
preparatory work outside of the main process flow so
that information or material ends up waiting for you,
not the other way around. The goal is to quickly
complete value-added work without any non-value-
added activity.

Step # 3 - Streamline or automate any
interruptive/delaying tasks that cannot be offloaded.
Step # 4 – Bring the process under statistical control:
The setup is not complete until the output of the
process is “within specification” and under statistical
control, meaning the amount of variation in lead time
is within predictable limits of +/- 3 sigma.
Back to Improve Tools
Queuing Methods for Reducing Congestion and
Delays
Often congestion occurs because of variation in
demand, much like travel congestion and delays that
we all witness during the holiday season. Once
identified, there are two principal techniques for
reducing congestion that arises from variation in the
demand for service.

 Pooling: Cross training staff to step in
during times of peak loads. One hotel
chain, for example, trains office and other
staff to help out with registration during
unexpected and predictable peak times.
 Triaging: Sorting jobs into categories that
reflect different levels of effort required.
Typical schemes include: fast service
times versus slow service times; routine
problems versus catastrophic problems.
Once Triaging categories have been
identified, you then develop different
strategies to deal with each category.

5S’s Method
Key Concept
Benefits of the 5 Ss Method
 Improve safety and communication
 Reduce space requirements
 Increase compliance with processes and
procedures
 Boost morale by creating a pleasant
workplace
 Reduce time wasted looking for tools and
equipment

5 S’s method/visual is the process of creating
workplace cleanliness and organization
including visual signals. The 5-S process
includes five steps:
 Sort: Organize and separate needed from
unneeded
 Straighten: Arrange and identify for ease
of use
 Shine: Clean and look for ways to keep it
clean
 Standardize: Maintain and monitor the first
3 S’s
 Sustain: Discipline, stick to the rules and
maintain motivation

By eliminating the unnecessary,
establishing a place for what remains,
and cleaning up remaining equipment,
tools, and storage devices, clutter is
reduced and needed items are readily
found. Visual management involves the
use of visual cues (e.g. road traffic signs
and signals) to assure things happen
and improve documentation.

Kaizen
Kaizen is often translated in the West as
ongoing, continuous improvement. Some
authors explain Japan's competitive success
in the world market place as the result of the
implementation of the Kaizen concept in
Japanese corporations. In contrast to the
usual emphasis on revolutionary, innovative
change on an occasional basis, Kaizen looks
for uninterrupted, ongoing incremental
change. In other words, there is always room
for improvement and continuously trying to
become better.

In practice, Kaizen can be implemented in
corporations by improving every aspect of a
business process in a step-by-step approach,
while gradually developing employee skills
through training and increased involvement.
Principles in Kaizen implementation are:
1. Human resources are the most important
company asset.
2. Processes must evolve by gradual
improvement rather than radical changes.
3. Improvement must be based on
statistical/quantitative evaluation of process
performance.

Elements of Control (DMAIC)
Key Concept
The tools most commonly used in the
Control phase are:
 Control
Charts
 Flow
Diagra
ms
 Charts
to

During the Improve phase, the solution is piloted,
and plans are made for full scale implementation.
Putting a solution in place can fix a problem for
the moment, but the activities in the Control
phase are designed to insure that the problem
does not reoccur and that the new processes can
be further improved over time.
The tools most commonly used in Control phase
are:
 Control Charts (covered in the Measure phase)
 Flow Diagrams (covered in the Analyze phase)
 Charts to compare before and after such as
Pareto Charts (covered in the Measure phase)
 Quality Control Process Chart
 Standardization

Quality Control Process Chart
Did You Know?
History of PDCA:
The PDCA cycle is also known by two other names, the
Shewhart cycle and the Deming cycle.
Walter A. Shewhart first discussed the concept of PDCA
in his 1939 book, Statistical Method From the Viewpoint
of Quality Control. Shewhart said the cycle draws its
structure from the notion that constant evaluation of
management practices, as well as the willingness of
management to adopt and disregard unsupported ideas,
is key to the evolution of a successful enterprise.
Deming is credited with encouraging the Japanese in the
1950s to adopt PDCA. The Japanese eagerly embraced
PDCA and other quality concepts, and to honor Deming
for his instruction, they refer to the PDCA cycle as the
Deming cycle.

A Quality Control (QC) Process Chart is a tool that helps
you document Plan-Do-Check-Act (PDCA) activities for the
process. The Plan-Do-Check-Act (PDCA) cycle is a well-
known model for CPI. It teaches organizations to plan an
action, do it, check to see how it conforms to the plan and
act on what has been learned.
The PDCA cycle is made up of four steps for improvement
or change:
 Plan: Recognize an opportunity, and plan the change.
 Do: Test the change.
 Check: Review the test, analyze the results and identify
key learning points.
 Act: Take action based on what you learned in the check
step.
If the change was successful, incorporate the learning
from the test into wider changes. If not, go through the
cycle again with a different plan.
Back to Control Tools

Standardization
Standardization enables high quality production of goods
and services on a reliable, predictable, and sustainable
basis. Standardization is making sure that important
elements of a process are performed consistently in the
most effective manner. Changes are made only when
data shows that a new alternative is better. Use of
standard practices will:
 Reduce variation among individuals or groups and
make process output more predictable
 Provide “know-why” for operators and managers now
on the job
 Provide a basis for training new people
 Provide a trail for tracing problems
 Provide a means to capture and retain knowledge
 Give direction in the case of unusual conditions
Back to Control Tools

Process Simulation and Modeling
Process Simulation
One of the greatest complaints we hear from senior
managers is “projects are successfully completed, but I’m
not seeing a significant change to the bottom line.” That’s
because in the Define stage of DMAIC, Six Sigma
experts don’t have enough information to quantify the
benefits. They are predicting a bottom line financial
benefit without truly understanding how the process
behaves, let alone how it would behave after the change.
Without seeing the big picture you may complete a
successful Six Sigma project and see no impact in
dollars for your organization. There is a better way. With
Process Modeling you create a simple simulated model
of the process. You will visually see which projects will
affect the total output and which will sub-optimize the
system.

Key advantages of integrating Six Sigma phases (DMAIC)
with Process Modeling are provided below:
 Overall interdependencies in processes - The
standard Six Sigma toolbox has no way of showing
the interdependencies between one area of the
process and another. In complex change initiatives
where there are interdependencies between
processes, when incidents happen that cause delays,
bottlenecks, variability etc., if you can’t show the
interdependencies, understanding the system and
resolving issues is very difficult. If you can’t
understand the system and pinpoint the waste and
bottlenecks, changing the system could be risky and
typically does not provide the desired results. A
simulated model shows those interdependencies,
which allows you to uncover changes that will affect
the overall system.

 Risk free experimentation - It is proven that real-time
experiments are costly and can have an enormous
negative impact on the system. If you are experimenting
with a simulated model of the system, the only cost is
setting up the experiment and reviewing the results. There
are no negative impacts to system output or to the morale
of the workforce in trying new process experiments. You
can change the parameters, run various scenarios and if
the desired outcome is not achieved, you can pinpoint the
root causes, all the while gathering more information about
system behavior – without any disruption to the real
system.
 Reduced experimentation time - You can run hundreds
of experiments a day rather than hundreds of days per
experiment. Many processes have a cycle time of weeks or
even months. Running enough replications of an
experiment to validate the results can be overwhelming.
With a simulated model, you can run as many computer
simulations as you want and develop plans based upon the
review of results.

 Impact of change on the existing process -
Processes that achieve the goal of Six Sigma (or a
high sigma level) fall out of spec if the volumes
change. For example a 50% change to incoming
calls to a call center may cripple a customer-
oriented sales process. Planning for change in
your system by using a simulated model to
understand the effects of volume change, product
stream substitution, staffing policy or other
changes can significantly reduce project risks and
the associated costs.
Process Modeling
For details on Process Modeling please refer to "Work
process documentation guide."

Difference between DMAIC and Design For Six
Sigma (DFSS)

One of the most confusing issues associated with
the phrase "I'm using Six Sigma" has to do with what
methodology is actually being used. A majority of the
time its the DMAIC methodology, because use of
existing processes is causing resources to be
wasted (hence the big savings you've heard about at
GE, Honeywell and others over the past years). The
remaining minority of Six Sigma practitioners are
using the Design For Six Sigma (DFSS) approach to
design a new product for Six Sigma quality. For
details on the DFSS, refer to "Transform Your
Organization Into One That’s World Class" by
Maurice L. Berryman, Berryman & Associates

5 tools in dmai...

More Related Content

What's hot (19)

Similar to 5 tools in dmai... (20)

Recently uploaded (20)

5 tools in dmai...