Chapter 11: Introduction to DMAIC and DMADV
Stakeholders
individuals, both within and without an organization, who have some level of influence on the success of an improvement project. Stakeholders are identified during the Define Phase. By understanding who stakeholders are, teams can remain in contact with various persons throughout the project, communicating with those stakeholders as needed to ensure future viability of any improvement that is created. One way to identify stakeholders is through a Stakeholder Analysis.
Tollgate review
marks the transition between phases, wherein the team presents its work to a champion or a Six Sigma leadership board. The champion or board provides feedback and makes the decision about whether the team is ready to move on to the next phase.
Six Sigma teams might approach improvements through DMADV if:
- The business wants to launch a new service or product. - Business leaders decide to replace a process because of upgrade needs or to align business processes, machinery, or employees with future goals. - A Six Sigma team discovers that improving a process is not likely to provide the success desired from a project.
Tools used by a team during the Control phase include:
- documentation checklists - control charts - response plans - process maps - process dashboards.
The main activities of a DMAIC project include
- identifying the critical inputs or causes (the Xs) that are creating the problem (the Y) - verifying those causes - brainstorming and selecting solutions - implementing solutions - creating a control plan to ensure the improved state is maintained.
What occurs during the Define Phase?
1. A project charter and a basic plan for work is made. 2. Teams also create or list measurable customer requirements and create high-level documents about the process (including process maps). - Often, teams will start with a SIPOC diagram to help them begin to understand a process. 3. Teams should also identify stakeholders during the Define phase.
Once measurements are collected - or are in the process of being collected - Six Sigma teams usually move on to the ___ phase.
Analyze
What occurs during the Analyze Phase?
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 such as Pareto charts, run charts, histograms, cause-and-effect diagrams, scatter diagrams, process maps, and value analysis. As teams work through the Analyze phase, they also start preparing for the Improve phase. - During Analyze, teams might begin working on possible solutions and selecting solutions, developing improvement plans, and preparing some basic documentation about improvement work.
Tips for Positive Movement in the Define Stage
As a Six Sigma team leader, you can increase chances of success by keeping the team as focused as possible during the Define stage. - Begin by explaining the Six Sigma process and the purpose of the project for any ancillary team members who may not be familiar with Six Sigma and DMAIC. - Next, work as a team to create ground rules for how the project will run - including how meetings are organized and managed, how information will be communicated, and what each team member might be responsible for during the project. - Create a charter and project plan so the team has something to focus on. If possible, have the Champion of the project spend time with the team. Define is also a good time to explain the roles of scribe and time keeper and talk about the purpose of brainstorming.
How can Six Sigma leaders reduce the impact of storming on a team?
By demonstrating a calm approach to each aspect of the project and redirecting the strong emotion of storming to more productive work. - If you can identify an easy task or problem, letting the team work on that and accomplish something immediately can reduce the excitement of storming. - Six Sigma leaders should also ensure work is fairly distributed and that each team member knows exactly what his or her responsibilities are.
Sometimes, teams realize that fixing or improving a process isn't the right way to achieve sustained improvement for the organization. Instead, a process might need to be completely replaced or redesigned to meet goals for customer satisfaction or organizational improvement. In such cases, teams can employ the ___ method.
DMADV
DMAIC/DMADV Phase 1: Define
DMAIC: - During a DMAIC project, the Define phase is concerned with identifying the problem, defining requirements for the project, and setting goals for success. DMADV: - 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. - Sometimes, organizations have a change management program in place, which means Six Sigma teams must incorporate all requirements of that program into the DMADV phases
DMAIC/DMADV Phase 3: Analyze
DMAIC: - During the Analyze phase of a DMAIC project, teams develop hypotheses about causal relationships between inputs and outputs and between Xs and Ys, they narrow causation down to the vital few (using methods such as the Pareto principle), and they use statistical analysis and data to validate the hypotheses and assumptions they've made so far. - The Analyze phase tends to flow into the Improve phase in a DMAIC project; hypothesis testing to validate assumptions and possible solutions might begin in Analyze and continue into the Improve phase. DMADV: - A team using DMADV might also identify cause and effect relationships, but they are usually more concerned with identifying best practices and benchmarks by which to measure and design the new process. - Teams might also begin process design work by identifying value- and non value-added activities, locating areas where bottlenecks or errors are likely, and refining requirements to better meet the needs and goals of the project.
Once a team has a good grasp of what the process does and how it works, what the problem is, and what the goal for the project is, the team moves from ___ to ___.
Define, Measure
DMADOV
Define, Measure, Analyze, Design, Optimize, and Validate - Teams using the DMADV approach usually combine the activities from Design and Optimize. - The Optimize phase usually entails testing. Getting feedback from users and troubleshooting.
DMADV stands for
Define, Measure, Analyze, Design, and Verify - The principles governing the method are very similar to those governing DMAIC, but the last two phases are geared toward rolling out and testing a completely new process.
DMAIC is broken into five phases:
Define, Measure, Analyze, Improve, and Control.
In a process redesign project, all phases are essential, but ___ is often seen as the most critical.
Design
DMAIC/DMADV Phase 5: Control or Verify
For DMAIC and DMADV teams, the control or verify phase is where loose ends are tied and the project is transitioned to a daily work environment. Controls and standards are established so that improvements can be maintained, but the responsibility for those improvements is transitioned to the process owner. During the transition, the Six Sigma team might work with the process owner and his or her department to troubleshoot any problems with the improvement.
What is a difference between Verify and Control?
In Verify, DMADV teams might take time to complete further CTQ analysis at the end of a project so they can identify new critical-to-quality factors. - This is done because the process or product is different than it was when the team first started working. - While teams should have made educated guesses about CTQs for the new product, it is possible that customers will react differently to the new product or process.
What occurs during the Verify Phase (of DMADV)?
It is very similar to the Control phase of a DMAIC project. The new process, product, or service is transitioned out of project mode and handed off to a process owner or employees who work daily with the process or product in question. - Control plans, including control charts, might be put in place by the team to track ongoing results, and almost all of the tools used in a DMAIC Control phase are relevant to Verify. At the end of the Verify phase, a team delivers a final product or process that meets the needs first identified in the Define stage. - The process or product should be free of known problems and defects wherever possible, and teams should have provided a way to manage and control the process through statistical control charts, Lean templates, and policies.
Tips for a Successful Design Phase
It's easy for teams to fall prey to project fatigue just as work requirements pick up for everyone involved. Six Sigma team leaders can help improve the chances of a successful Design phase by following the tips for managing Improve phases. - Teams should also be realistic about target dates for design work.
Which phase is often the most challenging phase for a Six Sigma team leader, especially when working with teams that are inexperienced in the methodology.
Measure phase, because of storming and not knowing what to measure, and the difficulties of collecting data
What is one of the biggest challenges of the Measure phase?
One of the biggest challenges, especially for teams and team members who are new to the Six Sigma method, can be deciding what to measure. - Many times, inexperienced teams end up spending time collecting data that doesn't provide answers or can't be used for the process. - Because the Measure phase starts with some educated guesswork and trial-and-error, teams and Six Sigma leaders have to keep a close eye on progress and redirect work when measurements are not creating the answers or production required.
During the Define phase of a Six Sigma process improvement project, teams create what is known as a ___ and a ___.
Project charter, basic plan for work
Possibly the most common problem that plagues Six Sigma teams during the Improve phase is ___.
Project fatigue - By the time teams come to Improve, they have been working on a project for weeks or even months; for many team members, the project work is on top of regular work. - Fatigue or frustration might push team members to select and implement solutions just to have the project completed. - Six Sigma leaders have to work to keep teams motivated on quality and improvement.
Tips for Control Phase
Six Sigma leaders can help team members transition a project by preparing them in advance for this phase. Six Sigma leaders should always host a meeting to wrap up the project. - The meeting should be somewhat celebratory in nature - if budget, time, and policy allows, Six Sigma leaders might consider having lunch or snacks at the meeting. Take time to recognize each team member's contribution, and ask team members to identify something they learned that can be applied to their own work Recognition is extremely important when ending a Six Sigma project. - Six Sigma leaders should make it a point to recognize the work of team members in front of a project sponsor or champion, and, when possible, in front of the department for which the improvement is being made.
Tips for a Strong Analyze Phase
Storming might still be an issue. - In that case, use a calm approach and start off accomplishing small tasks before moving on to more complicated tasks. Also, make sure work is fairly distributed. For the challenge of introducing and explaining statistical concepts that team members might not be familiar with: - Six Sigma experts should be aware of the knowledge limitations of various team members and work to both present information in a way that is understood by everyone and continue to add to team member knowledge by explaining concepts when possible.
Tips for Closing a DMADV project
Team members who have spent a year or more working to develop a new process or product might feel like the end of the project threatens their job. - Six Sigma leaders and champions can reduce these worries by communicating next steps and expectations clearly with staff. Team members who have been working on regular job duties alongside project work for years might find it hard to return to regular duties without something else to work on. - One of the benefits of Six Sigma is that team members learn to expect more of themselves, their coworkers, and an organization's processes. - Six Sigma team leaders can work with employees returning to daily work and help them apply what they learned in a positive fashion within their respective departments. Finally, Six Sigma team leaders should ensure that a DMADV project closes on a positive note by validating all team members and ensuring process owners have all the tools they need to accept the new process without disrupting work.
What are some challenges to the Analyze Phase?
Teams in the Analyze phase might continue to suffer from storming; if teams didn't storm during Define or Measure phases, they might begin to do so in Analyze. - Six Sigma leaders can use the same tips for controlling storming in the Measure phase in the Analyze phase. Another common challenge for Six Sigma team leaders is introducing and explaining statistical concepts during the Analyze phase. - When other team members or even the champion of the process are not familiar with statistical analysis, presenting advanced analysis in terms of statistical verbiage only can be a mistake. - Team members won't understand how you came to the conclusions you are presenting, which makes it less likely they will get behind the solution or improvement in a positive way.
What occurs during the Design Phase (of the DMADV)?
The Design phase of DMADV is when teams create a new process or develop a new product. - A Six Sigma team would have previously done all the work to lay the foundation for development during the Define, Measure, and Analyze stages, which means most of the Design phase is taken up with the actual work involved in creating the process or project. Using the plans, instructions, or maps created in earlier phases, the team either creates a product themselves or works with vendors, manufacturers, or other employees to create the product. During Design, a team will also test the product, process, or service. - Testing can be done in testing environments, in limited production environments, or via Beta testing. - Usually, the team rolls out the new process or product to a limited number of internal or external customers; those customers provide feedback and the team uses the feedback to troubleshoot the new process or product as needed.
Which Methodology Would You Use? (A business wants to create a smartphone app to help customers make and manage appointments.)
The team handling an improvement for the business in example 1 would choose a DMADV approach. They are creating a product that doesn't yet exist; while the team is meeting a need that already exists and is improving an overall process - the setting of appointments - the app itself is a new process and a new product. The app will need to be designed, integrated into existing systems, and the final product tested before full implementation.
Tips for Improve Phase
To address project fatigue, the best way for a Six Sigma team leader to create strength as the team nears project completion is to build a good foundation for Six Sigma in the earlier phases. Six Sigma team leaders should also continue to foster a team approach to all aspects of the project. One challenge for leaders is to take everything upon themselves, however this alienates other team members. - Keeping the team involved - and making exercises and meetings fun and productive - helps you make it through the Improve phase.
The transition between phases is marked by a ___
Tollgate review
True or False: Some DMAIC projects can become DMADV projects - usually during the Define, Measure, or Analyze stages - and vice versa.
True
True or False: the lines between Measure and Analyze are often blurrier than the lines between Define and Measure.
True In some cases, a team has to measure, analyze, and then measure some more - particularly if metrics aren't already in place for a process.
True or False: The Control Phase is often easy for a team.
True. The Control Phase is often easy for a team because the work of the team has already reached a crescendo. In a well-run DMAIC process, the Control phase is a time of wrapping up loose ends and arriving at the end of a project
Project charter
a synopsis of the project created during the Define Phase. - It provides some common information and a summary of what the team hopes to accomplish. - The charter usually features a list of team members, names of those responsible for outcomes, a problem statement, a goal, and some basic definitions of scope and metrics for success. - Some charters also include a rough timeline estimate for the project.
Storming stage
because of all the difficulties with the Measure phase (understanding how and when to measure things, collecting data that hasn't been collected before), teams might enter this stage: - team members question the viability of the project, rail against the Champion or the team leader, complain how much time the project is taking from other duties, or stop showing up to meetings altogether.
One of the biggest challenges Six Sigma teams face when in the Define phase of a project is ___.
generating positive, targeted momentum that sets the foundation for the rest of the project.
DMAIC/DMADV Phase 4: Improve or Design
DMAIC: - Six Sigma teams start developing the ideas that began in the Analyze phase during the Improve phase of a project. They use statistics and real-world observation to test hypotheses and solutions. - Hypothesis testing actually begins in the analyze phase, but is continued during the improve phase as teams select solutions and begin to implement them. - Teams also work to standardize solutions in preparation for rolling improved processes to daily production and non-team employees. - Teams also start measuring results and lay the foundation for controls that will be built in the last phase. DMADV: - The fourth phase is where DMADV projects begin to diverge substantially from DMAIC projects. - The team actually works to design a new process, which does involve some of the solutions testing mentioned above, but also involves mapping, workflow principles, and actively building new infrastructures. - That might mean putting new equipment in place, hiring and training new employees, or developing new software tools. - Teams also start to implement the new systems and processes during the fourth phase.
DMAIC/DMADV Phase 2: Measure
DMAIC: - The DMAIC Measure phase is when teams use data to validate their assumptions about the process and the problem. Validation of assumptions also merges into the analyze phase. - The bulk of the measure phase is occupied with actually gathering data and formatting it in a way that can be analyzed. - Measuring can be one of the most difficult tasks in a Six Sigma project if data isn't already being captured. - After validating assumptions from the Define stage with actual data, the team might revisit problem statements, goals, and other process-related definitions. - If the team leaves Define with a "rough draft" of these things, they should leave Measure with a final draft. DMADV: - Teams working through a DMADV approach might do some of the same things during the Measure phase, but activities are typically more targeted. - Teams will likely collect data and measurements that help them define performance requirements for the new process.
What occurs during the Control Phase?
During the Control phase, teams usually handle four tasks: 1. Creating the foundation for process discipline 2. Finalizing documents regarding the improvement 3. Establishing ongoing metrics to evaluate the process 4. Building a process management plan that lets the team transition the improvement to the process owner. Tools used by a team during the Control phase include: - documentation checklists - control charts - response plans - process maps - process dashboards.
What occurs during the Improve Phase?
During the Improve phase of a project, a Six Sigma team selects a final solution and begins to put it in place. - Sometimes, teams will select more than one solution, especially if a few smaller solutions are highly related and work together for an overall solution. - It can be hard to determine which solution actually improves a process, however, so it's usually a best practice to implement one change at a time and verify that change before moving on to something else. Teams might also come up with many possible solutions, all of which would provide some improvement for the process. - They should use a solutions selection matrix or other Six Sigma tool to evaluate solutions, choosing only the few best solutions. - It's worth noting again that the best solution is not always the solution that provides the most improvement. Solutions that are so expensive or disruptive that they cause disadvantages that outweigh any benefits should never be selected During Improve, Six Sigma teams must continue to keep the project definitions in mind. - The solution must address a root cause verified in the Analyze phase; the root cause must be directly related to the problem stated during the Define phase. After selecting solutions, teams must test them using statistical tools and real-world sampling to ensure effectiveness before deploying solutions to a live work environment.
What occurs during the Measure phase?
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. Some tools used in the Measure phase are the CTQ tree and sigma level calculation.
Which Methodology Would You Use? (A doctor's office has had numerous complaints from patients because it is too hard to get appointments, appointment communications are confusing, or patients show up for appointments and are told they don't have an appointment.)
Example 2 is for an existing process, so the team would begin with a DMAIC approach. It's possible that the team might determine during the process that one solution might be to develop a new appointment-setting software or replace existing software with something from a different vendor. In some cases, that might warrant a switch to DMADV, but, as previously stated, not all organizations would do so. Some organizations would continue with the DMAIC process and modify the activities in each phase to fit the needs of the project at hand.
Which Methodology Would You Use? (A company that manufactures pizza boxes isn't happy with the profit margins in the small size boxes)
Example 3 is a classic example of what brings many teams to the DMAIC method. The problem hasn't yet been defined, but the organization knows that goals and expectations are not being met. A leadership team might work with subject matter experts and one or more Six Sigma experts to discover more about the processes involved before settling on one or more improvement projects.
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. - During change management, teams must document all activity in keeping with corporate policies and report changes and results to an oversight committee. - Sometimes, Six Sigma projects involve changes that are also governed by these policies, which means Six Sigma leaders must be prepared to report to change management committees.
The major differences between DMAIC and DMADV are:
the goals the team sets and the outcome of the completed project DMAIC is for improving a process DMADV is for creating a new process
One of the major differences between DMAIC and DMADV is ___
the possible timeline. A problem fits the DMAIC model if it can be solved in less than six months. While some DMADV projects might only take a few months, many process or product designs can take years.
