Lecture 2 - Ch2 - The DMAIC Process

INDU 372 – Quality Control & Reliability
CONCORDIA UNIVERSITY
GINA CODY SCHOOL OF ENGINEERING AND COMPUTER SCIENCE
INDU-372/T: Quality Control & Reliability
Copyright © 2021 by Jones & Bartlett Learning, LLC an Ascend Learning Company. www.jblearning.com
Lecture 2
Ch2: The DMAIC Process
Lecture T: WED FRI 1:15 pm – 2:30 pm (CL-220 SGW)
Tutorial TA: FRI 11:45 am – 12:35 pm (H-523 SGW) by …
Tutorial TB: WED 10:15 am – 11:05 am (H-523 SGW) by Zeina Sadeik
Tutorial TC: FRI 10:15 am – 11:05 am (H-523 SGW) by …
Instructor: Sam Eskandarian, Ph.D. PEng (Ontario)
Lecture 2
INDU 372 – Quality Control & Reliability 2
Contact info & Recalls

§ Office: EV3.238
Office Hours: FRI 11:00AM - 12:00PM (Individual ZOOM meetings by email reservation when needed)
Email: sam.eskandarian@concordia.ca
§ Recalls:
§ Submit your originality form soon in MOODLE (due date is WED Jan 31 @ 23:59).
§ Project documents will be copied to Moodle by SUN Jan 28.
§ Tutorial XB was scheduled for today WED Jan 24 @ 10:15 AM in H-523 SGW.
§ Tutorial XC & XA are scheduled for Friday Jan 26 @ 10:15 AM and 11:45 both in H-523 SGW.
Lecture 2
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Lecture 2
Course plan and calendar
INDU 372 – Quality Control & Reliability
Chapter 2
The DMAIC
Process
Ref.: Introduction to Statistical QualityCopyright

Control,© 2021 by D. &Montgomery,
by Jones Bartlett Learning, LLC an8th Edition,
Ascend Johnwww.jblearning.com.
Learning Company. Wiley, 2020.
CH2
The DMAIC Process – Learning Objectives
Ref.: Introduction to Statistical Quality Control, by D. Montgomery, 8th Edition, John Wiley, 2020.
6
DMAIC
§ DMAIC is a structure problem-solving technique widely used in
quality and process improvement; consisting of the following steps:
§ Define
§ Measure
§ Analyze
§ Improve
§ Control
§ DMAIC is usually associated with six sigma, but it can be used with any
business or process improvement effort.
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DMAIC (Cont’d)
§ Define
§ To identify the problem, the project to better serve customers and for a better business
§ Measure
§ To evaluate and understand the current state of the process
§ Analyze
§ To use data and information from the measure step to determine the cause-and-effect
relationship
§ Improve
§ To make changes to improve the system performance based on the results in the Measure
and Analyze steps
§ Control
§ To make sure that the improvement is sustainable
§ The whole DMAIC procedure may start over again as new conditions, requests, etc.
DMAIC (Cont’d)
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DMAIC (Cont’d)
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DMAIC (Cont’d)
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Projects
§ Essential part of DMAIC
§ Breakthrough opportunity
§ Financial systems integration
§ Value opportunity of a project must be clear
§ Project selection
§ Project management
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Example: Project Evaluation
Example
If the improvement goal is 50%, then x = 11 years, and if it’s
75% then x = 5 years.
Must focus on projects that have high impact
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2.2 The Define Step
§ The objective of the Define step is to identify the project opportunity and to verify or
validate that it represents legitimate breakthrough potential.
§ Graphic aids are also useful in the Define step. E.g. Process maps and flow charts,
value stream maps (see Chap.5), and the SIPOC diagram…
à (SIPOC stands for Suppliers, Input, Process, Output, and Customers)
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The Project Charter
• One of the first items that must be completed in the define step is a project
charter.
• This is a short document (typically about up to about two pages) that
contains a description of the project and its scope, the start and the
anticipated completion dates, an initial description of both primary and
secondary metrics that will be used to measure success and how those
metrics align with business unit and corporate goals, the potential benefits
to the customer, the potential financial benefits to the organization,
milestones that should be accomplished during the project, the team
members and their roles, and any additional resources that are likely to be
needed to complete the project.
(Next display shows a project charter for a customer product return process. )
2.2 The Define Step (Cont’d)
A Project Charter for a customer returns process
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2.2 The Define Step (Cont’d)
SIPOC diagrams give a simple overview of a process and are useful for understanding and visualizing basic process
elements.
A process map or value stream map may also be prepared. These should be
completed by at least the end of the Measure step.
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Tollgate
• There are tollgates between each of the major steps in DMAIC.
At a tollgate, a project team presents its work to managers and
“owners” of the process.
The Define Tollgate
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2.3 The Measure Step
§ Purpose is to evaluate and determine the present process state
§ Identify key process input variables (KPIV) and key process output variables (KPOV)
§ Data – from historical records, from sampling, from observational studies
§ Histograms, box plots, Pareto charts, scatter diagrams, stem-and-leaf diagrams may
all be useful
§ In some businesses, the measurement system must be developed
§ Measurement systems capability may be important
The Measure Tollgate
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2.4 The Analyze Step
§ Determine cause-and-effect relationships
§ Sources of variability – common cause versus assignable cause
§ Tools – control charts, hypothesis testing, confidence intervals,
regression models, failure modes and effects analysis (FMECA -
Failure Modes, Effects and Criticality Analysis)
§ Discrete event simulation
2.4 The Analyze Step (Cont’d)
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The Analyze Tollgate
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2.5 The Improve Step
àIn the Improve step, the team turns to creative thinking about the
specific changes that can be made in the process and other things
that can be done to have the desired impact on process
performance.
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2.5 The Improve Step (Cont’d)
• Process redesign to reduce bottlenecks
• Mistake-proofing (i.e. designing an operation so that it can be done only the
right way.)
• Statistical tools – particularly designed experiments (DOX)
• DOX can be applied to either the physical process or a computer
model of the process
• Pilot test the solution to confirm that it will solve the problem
The Improve Tollgate
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2.6 The Control Step
• The objectives of the Control step are to complete all remaining work on
the project and to hand off the improved process to the process owner
along with a process control plan and other necessary procedures to
ensure that the gains from the project will be institutionalized.
• That is, the goal is to ensure that the gains are of help in the process and, if
possible, the improvements will be implemented in other similar processes
in the business.
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2.6 The Control Step (Cont’d)
§ Complete all remaining work on project
§ Provide the process owner with a process control plan
§ Training documents (if appropriate) should be provided
§ Methods and metrics for future audits
§ Transition plan to the new process might include a
validation step
The Control Tollgate
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Chapter Case Studies
• Litigation documents
• Improving on-time delivery
• Improving service quality in a bank
*Students should study these case studies from the text book pp. 57-62.
Important Terms and Concepts
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INDU 372 – Quality Control & Reliability

INDU-372/T: Quality Control & Reliability

Instructor: Sam Eskandarian, Ph.D. PEng (Ontario)

Contact info & Recalls

§ Project documents will be copied to Moodle by SUN Jan 28.

Ref.: Introduction to Statistical QualityCopyright

§ DMAIC is a structure problem-solving technique widely used in

• Process redesign to reduce bottlenecks

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