The DMAIC Approach

DMAIC
Phase Step Task

1 Define Key Performance Measures

DEFINE
2 Create Projects

3 Define Process Output Variable

MEASURE 4 Verify Measurement System

5 Determine Current Performance Status

 DMAIC
Phase Step Task

6 Brainstorm All Possible Causes

ANALYSE 7 Shortlist Major Causes

8 Verify Root Causes

9 Determine and Test Improvement

IMPROVE Solutions
10 Confirm Improvement Solutions

11 Institutionalise Improvement Plan

CONTROL
12 Close Project
Step 1: Define Key Performance Measures

Purpose: Focus resources on important areas.

h Responsibility of champions.
h Critical success factors that drive business
performance.

Two general approaches:

h Business Objective Deployment.
h Business Process Management.
Business Objective Sales Sales Lead Time
Orders
Deployment Approach On Time Delivery

Customer Complaints

Sales Capacity
Yield (Product Failure)
Utilisation
Tree Diagram Down Time
New
Products Process Time

Material Price
Profitability Cost Material Cost
Material Usage Rate

Cost of Poor Final Product

Quality
WIP

Material

Utility Cost Electricity

Working Account Receivable Water

Capital
Inventory Gas
 Process Management Approach

RESEARCH DEVELOP MANAGE PROVIDE

SCHEDULE
TRAINING TRAINING TRAINING TRAINING
COURSES
NEEDS PROGRAM FACILITIES MATERIALS

MARKET EVALUATE
CUSTOMER ENROLL CONDUCT CUSTOMER
TRAINING EFFECTIVE-
REQUIREMENTS STUDENTS COURSES SATISFACTION
PROGRAM NESS

PROVIDE HUMAN PROVIDE PROVIDE

RESOURSE LIBRARY ADMIN
SUPPORT SUPPORT SUPPORT
 SIPOC Diagram
[Supplier – Inputs – Process – Outputs – Customers]

Inputs Process Outputs

Suppliers Customers
 Step 2: Create Projects
Purpose: Create a set of projects based on key
performance indicators that need improvement.

h Drill down to process and task level.

h Set up the projects.

Two common methods:

h Tree Diagram + Pareto Analysis.
h Cause and Effect Diagram + Selection Matrix.
 Example 1

Electrical Test
Solder Mask

Dimension
Hole Walls

Others

Solder Bridge
Broken Line

Scratch
Etching

Others
Product Failure Types

Electrical Test Defect Types

Project 1 : Solder Mask

Project 2 : Broken Line
Project 3 : Solder Bridging
 Example 2

Purchasing Others

Central Warehouse
Safety Stock
Policy Stock Count Accuracy
Material Storage
Stock Replenish
Housekeeping
Policy
Material
Forecast Quality Inventory
Accuracy Lead Time
Inventory On-Time
Control System
Shipment Quantity

System Supplies
 Forecast Supplier Material Stock Supplier
Criteria Accuracy On-time Storage Count Quality
Delivery Accuracy
Impact 2 3 2 4 3

Ease of 2 2 4 3 2
Implementation

Duration 2 2 4 4 1

Score 6 7 10 11 6

Project 1 : Stock count accuracy.

Project 2 : Material storage.
The 4 ‘Rights’ of Successful Project

h Right project.
h Right team composition.
h Right team process.

Right Result
The 3 Basic Qualifications for a
Six Sigma Project

h A gap exists between current and the desired

performance.
h The cause of the problem is not clearly
understood.
h The solution is not apparent.

Is it a problem to be solved or an action to be taken?

 Project Charter
h Project charter is a document created at the outset of a
project to assign the project to the team.
h It is an important tool for building committed project team.
h A Team Charter should specify the followings:
– Project title.
– The process involved.
– The business case and problem statement.
– The goal statement.
– Estimated financial benefits.
– Name of Champion.
– Team leader and members.
– Project time line.
 Step 3: Define Process Output Variable
Purpose: Define a measure for process output variable.

Input Process Output

Why is it necessary to measure the process output?

h Quantify the current performance level.
h Objectively evaluate the gap.
h Aid in the analysis of key input factors.
h Verify the effectiveness of the improvement solutions.
Three basic type of data:

1. Continuous data : Measurements along a continuum.

Examples include hardness, strength,
time, dimension.

2. Count data : The number of defects / errors found

in certain number of units.

3. Binary data : Whether a unit is defective or

non-defective.
 Example

Process output measures of back office in a bank:

1. Transaction Queue Time
2. Transaction Cycle Time
3. Transaction Accuracy
4. Cost Per Transaction
5. Inquiry Resolution Time
6. Throughput
 Step 4: Verify Data Collection System
Purpose : To make sure data is accurate and reliable.

Establish operational definition for the process output

variable and ensure compliance during data collection.

Generally:
h Engineering Processes Measurement System Analysis
h Visual Inspection Inspection System Study
h Transactional Processes Validate compliance of data
collection procedure
Step 5: Determine Current Performance Status

Purpose: Understand how the process is

performing now.

h Gather process output data.

h Use histogram to show the distribution of data.
h Estimate the central tendency and variability of
the distribution.
h Assess current process capability.
h Evaluate process stability.
 Catapult Process

5
Rubber Band Position Peg Height
4
3 4
2 3
1 2
1
4 5 6
3
Start Angle 2
Stop Angle
1
h Process output measure: distance in cm

h Start angle setting : 174 o

h Three shifts / operator

h Two ball supplies
h 6 outputs required per shifts
h Change balls within shifts
Current Process Performance

Standard Deviation :

Cpk : (suppose base on spec+/- 20 cm)

DPM :

Sigma :
 Step 6: Brainstorm All Possible Causes

Purpose: List all possible factors relating to the

process output variable.

h Collate and combine current knowledge of team

members.
h Do not leave out any possible factor.
h Depending on the situation, apply the appropriate tool.
(Cause and Effect diagram, Process FMEA, Process
Mapping, Process C&E Matrix)
 Open: Possible Causes

1. 9.
2. 10.
3. 11.
4. 12.
5. 13.
6. 14.
7. 15.
8. 16.
 Step 7: Shortlist Major Causes

Purpose: Identify key suspects.

h Use team’s collective knowledge and experience to
narrow down into a more manageable number of
causes.

h Apply appropriate technique:

- multi-voting
- nominal group technique
- selection matrix
Narrow: Possible Major Causes

1.
2.
3.
4.
5.
6.
 Step 8: Verify Root Causes

Purpose: Obtain objective evidence to

confirm the root causes.

Common Approaches:
h Historical data analysis.
h Screening & Modeling Design of Experiment.
h Process observation and tracking.
Close: Confirmed Root Causes

1.
2.
3.
4.
5.
 Step 9: Determine and Test Improvement
Solutions

Purpose: Identify and test improvement solutions.

h Brainstorm all possible improvement solutions.

h Evaluate and select the best improvement
solutions.
h Establish implementation schedule and
responsibility.
h Test improvement solutions.
Step 10: Confirm Improvement Solutions

Purpose: Make sure solutions are effective.

h Quantify the amount of improvement achieved.

h Measure capability of improved process.
h Check improved process stability.
h Perform risk assessment and stakeholder analysis.
Solutions To Be Tested

Factor Solution
1.
2.
3.
4.
5.
 Improvement Results

Before After

Standard Deviation :

Cpk :

DPM :

Sigma :
Step 11: Institutionalize Improvement Plan

Purpose: Incorporate improvement solutions

into process management system.

h Revise process management system (control plan,

procedure, work instruction, etc.)
h Train staff on the revised process management
system.
h Implement a continual monitoring system.
 Step 12: Close the Project

h Formally to close the project:

- Project has been completed.
- Project documentation is completed.
- Improvement plan institutionalised.

h Share the lessons learned and knowledge

gained with other relevant processes /
areas.