TM 720: Statistical Process Control DMAIC Problem Solving IENG 451 - Lecture 02 DMAIC Problem Solving 2/21/2018 IENG 451 Operational Strategies (c) 2002-2006 D.H. Jensen & R.C. Wurl

IENG 451 Operational Strategies DMAIC Overview This is the step-by-step cycle of activities that Six Sigma improvement processes follow Engineers use models methodically – this is it! It is an acronym for: Define Measure Analyze Improve Control 2/21/2018 IENG 451 Operational Strategies

DMAIC Implementation Options Project Team Approach (Full DMAIC) Team members (besides a Team Leader) include: Suppliers to the process Customers of the process Operators in the process Engineers & Supervisors (as needed) Black Belt Sensei (as needed) Typical time frame is 1 – 4 months Team work on the project is part-time around other tasks When the team works on the project, it is focused, fast Whole team works on ALL phases 2/21/2018 IENG 451 Operational Strategies

DMAIC Implementation Options Kaizen Approach (Rapid DMAIC) Team membership is same as before, but: Define (and some Measure) may be done beforehand by the team leader and a sub-team Full team participates full time during Kaizen Typical time frame is one week or less Team work on the project is FULL-time, NO other tasks During kaizen, the whole team works INTENSELY as possible Whole team works on ALL REMAINING phases Full scale implementation often happens after the kaizen event 2/21/2018 IENG 451 Operational Strategies

DMAIC Process in Detail Define Purpose: Get agreement with sponsor (management) and team on: Problem, Scope, Goals, Finances, and Performance Targets Outputs: Final Project Charter (purpose for project, resources) Documentation of affected customer needs (VOC) SIPOC or high level process diagram Project Plans (scope, timing, deliverables, responsibilities) Team consensus on project Consensus is not unanimous agreement, it is unanimous support 2/21/2018 IENG 451 Operational Strategies

DMAIC Process in Detail Define Key Steps: Project Charter review, revision & acceptance Validation of Problem Statement Validation of Financial Benefits Validation of Process Map Plan for Communication Document Project Plan Define Step ends with a Gateway Review Outcomes: Go to Measure / No Go (terminate) / Return to Define 2/21/2018 IENG 451 Operational Strategies

DMAIC Process in Detail Measure Purpose: Understand process Current State and collect data on: Speed, Quality, and Costs to find Assignable Causes Outputs: Value Stream Map of the Current State Reliable data on KPIVs and KPOVs Obtain baseline measures, such as: Process Capability, Lead Times, Sigma Level, Cost of Quality Refined estimates of Improvement Goals Demonstrably capable Measurement System Refined Project Charter 2/21/2018 IENG 451 Operational Strategies

DMAIC Process in Detail Measure Key Steps: Make & check process Value Stream Map Identify KPIVs and KPOVs Create data collection & analysis plans Analyze measurement system Collect data and establish baselines Compute lead times, process capabilities & update VSM Make quick, simple improvements – if warranted by data! Measure Step ends with a Gateway Review Outcomes: Go to Analyze / No Go (terminate) / Return to prior 2/21/2018 IENG 451 Operational Strategies

DMAIC Process in Detail Analyze Purpose: Reduce data, verify / eliminate hypotheses and ultimately Find the Assignable Causes Outputs: Document efforts and potential causes Document data, analyses, and build case for links between KPIVs and KPOVs Identification of Value-Added and Non-Value-Added work Estimate Process Cycle Efficiency 2/21/2018 IENG 451 Operational Strategies

DMAIC Process in Detail Analyze Key Steps: Perform a Value Analysis Calculate Process Cycle Efficiency Analyze process flow & identify bottlenecks, yield, rework Analyze data collected in Measure Step Generate theories (hypotheses) to explain relationships Test hypotheses and validate theoretical models Collect additional data and verify Assignable Causes Analyze Step ends with a Gateway Review Outcomes: Go to Improve / No Go (terminate) / Return to prior 2/21/2018 IENG 451 Operational Strategies

DMAIC Process in Detail Improve Purpose: Pilot test and refine selected solution(s) Execute a full-scale implementation Outputs: For Quality Improvement Projects: Tested, robust solutions for the existing process, and Eliminated Assignable Causes For Lean Improvement Projects: Documented results for best practices, and Operating plans for the newly improved system An Improved process! 2/21/2018 IENG 451 Operational Strategies

DMAIC Process in Detail Improve Key Steps: Develop potential solutions Evaluate and select best solution(s) Optimize best solution(s) Develop Next State value stream Map Develop, implement, and validate pilot solution Develop and implement full scale solution Improve Step ends with a Gateway Review Outcomes: Go to Control / No Go (terminate) / Return to prior 2/21/2018 IENG 451 Operational Strategies

DMAIC Process in Detail Control Purpose: Complete project work and transfer solution(s) to owner Maintain gains and identify checks to prevent regression Outputs: Documented transition plan Documented means for training and operating process Before and After process performance data Monitoring system for the implemented process Completed process improvement metrics and lessons learned 2/21/2018 IENG 451 Operational Strategies

DMAIC Process in Detail Control Key Steps: Develop supporting method documents Launch full-scale implementation Lock in performance gains and monitor implementation Develop process control plans Audit results Validate financial & performance results Improve Step ends with a Gateway Review Outcomes: Finalized project/ No Go (terminate) / Return to prior 2/21/2018 IENG 451 Operational Strategies

IENG 451 Operational Strategies The big question is … DMAIC – do we have to? No … Sometimes the solution is obvious and simple* Sometimes you can get lucky* Sometimes you can be rewarded for just working harder* Because FAILURE is always an option. Indicators that you should follow the process: The problem has high complexity The stakes of success/failure risk are high The Obvious & Simple can’t be demonstrated with data 2/21/2018 IENG 451 Operational Strategies

TM 720: Statistical Process Control Questions & Issues See Dr. Jensen if you have not yet completed the information card or if you still need a syllabus. 2/21/2018 IENG 451 Operational Strategies (c) 2002-2006 D.H. Jensen & R.C. Wurl