Integrating Lean Management with DMAIC/DMADV

Sreerengan V. R., CHRIST (Deemed to be University)

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Copyright ©2017 McGraw-Hill Education. All rights reserved.

 DMAIC process
Define: Select an appropriate project and define the problem, especially in terms of
customer critical demands.
Measure: Assemble measurable data about process performance and develop a
quantitative problem statement.
Analyse: Analyse the causes of the problem and verify suspected root cause(s).
Improve: Identify actions to reduce defects and variation caused by root cause(s)
and implement selected actions, while evaluating the measurable improvement (if
not evident, return to step 1).
Control: Control the process to ensure continued, improved performance and
determine if improvements can be transferred elsewhere. Identify lessons learned
and next steps.

 DMAIC process
Define the goals of the improvement activity. The most important
goals are obtained from customers. At the top level the goals will
be the strategic objectives of the organisation, such as greater
customer loyalty, a higher ROI or increased market share, or
greater employee satisfaction.
At the operations level, a goal might be to increase the
throughput of a production department. At the project level goals
might be to reduce the defect level and increase throughput for a
particular process. Obtain goals from direct communication with
customers, shareholders, and employees.

 DMAIC process
Measure the existing system. Establish valid and reliable metrics to help monitor progress
towards the goal(s) defined at the previous step. Begin by determining the current baseline.
Use exploratory and descriptive data analysis to help you understand the data.
Analyse the system to identify ways to eliminate the gap between the current performance
of the system or process and the desired goal. Use statistical tools to guide the analysis.
Improve the system. Be creative in finding new ways to do things better, cheaper, or faster.
Use project management and other planning and management tools to implement the new
approach. Use statistical methods to validate the improvement.
Control the new system. Institutionalise the improved system by modifying compensation
and incentive systems, policies, procedures, MRP, budgets, operating instructions and other
management systems. You may wish to utilise standardisation such as ISO 9000 to assure
that documentation is correct. Use statistical tools to monitor stability of the new systems.

Creating New Product

or Process Design
 DMADV (DSS) Process
The basic DMADV method consists of the following five steps:
Define: Define design goals that are consistent with customer demands.

Measure: Identify and measure product characteristics that are critical to quality (CTQ).

Analyse: Analyse to develop design alternatives, create a high-level design, and

evaluate design capability to select the best design.

Design: Complete design details, optimise the design, and plan for design verification.

Verify: Verify the design, set up pilot runs, implement the production process, and hand
it over to the process owners.









 Pyzdek model
of DMAIC on
a Six Sigma
project.

LMS design road map using DMADV

 How DMADV-LMS works
LMS LMS Goal
Phase
Define the goals of the design activity.
What is being designed? Why? Use QFD
Learning or Analytic Hierarchical Process to assure
to See that the goals are consistent with customer
demands and enterprise strategy.
Learning Measure. Determine Critical to
to Stakeholder metrics. Translate customer
Measure requirements into project goals.
LMS Toolkit
• Define Customer Requirements
• Identify Lean Measures
• Lean Kaizen Plan
• Lean Value Stream Map (VSM)
• Lean Benchmarking or Scorecard
Current0 State Charts (Hand-off,
Spaghetti, Process Maps, Process Flows)
• Lean Measurement Systems Analysis
Lean Qualitative Measures Assessment
(Quality @ Source, POUS (Point-of-use
storage, Continuous Flow, 9 Waste
Checklists)
• Lean Quantitative Analysis–Pareto
Analysis (Process Defects)

 How DMADV-LMS works

LMS LMS Goal LMS Toolkit
Phase
Analyse the options available for • 5Why’s
Learning
meeting the goals. Determine the • Current State Charts Analysis
to Learn
performance of similar best-in-class • Lean Qualitative Measures RCA Analysis
&
designs. • Lean Quantitative Measures RCA Analysis
Analyse
•

Design the new product, service or
Learning process. Use predictive models,
to simulation, prototypes, pilot runs, etc. to
Improve v a l i d a t e t h e d e s i g n c o n c e p t ’ s
effectiveness in meeting goals.
• 5S and 7M tools
• Apply 13 Lean Tools–5S, Quality @ Source,
POUS (Point-of-use storage), Standardized
Work, Cells, TPM, Facility Layout, SMED,
Batch Reduction, Kanban, Visual Controls,
VSM, & Kaizen
• Create & Deploy Future State Charts
(Hand-off, Spaghetti, Process Maps,
Process Flows)
• Create Future State Qualitative Measures
• Create Future State Quantitative Measures
• Complete Try Storm Pilot Improvement
Projects

DMAIC to Improve Processes, DMADV to Design New Ones, and L

MS-DMADV to Manage in a Lean Management System Environment
 Root Cause Analysis and Lean Management
Is continuous flow present?
Are employees using standardised work procedures or visual work
instructions?
Does the process use Quality @ the Source concepts for each process
step?
Is POUS (Point-of-use storage) in place or just-in-time materials motion?
Are cellular concepts being used? Is the facility layout effective with
properly sequenced process steps connected?
Are there large distances traveled by equipment, materials, or
employees? Are large quantities of materials moved?
Are employees practicing Kaizen daily?






Groups of Lean Management System-Related Root Cause Analysis Tools

Problem definition and understanding: Methods that help get to the
bottom of the problem and its nature
Problem cause generation, measurement and data collection: Tools that
can be applied at different stages in the analysis
Problem and possible cause analysis: Tools used for making the most of
the data being collected about the problem
Improvement-oriented activities: Tools used for smoothing the
implementation part of the journey
Control-oriented activities: SPC tools for locking in the gains and
keeping things under control
Software-related activities: Use of MiniTab software tools to design
and create (and maintain) an LMS