Sec02 DMAIC Approach - 15 (GB)

Six Sigma Green Belt Rel 1.
The DMAIC
Approach
Global Partner for Business Success
Presented by :

Neville-Clarke Indonesia
1 SS10-AS Issue 2, FEB 2012
Six Sigma Green Belt Rel 1.0
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
7 Shortlist Major Causes

ANALYSE
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.
• Responsibility of champions.
• Critical success factors that drive business
performance.
 Two general approaches:

 Business Objective Deployment.
 Business Process Management.
Business Objective Sales Sales Lead Time

Orders
Deployment Approach On Time Delivery
Customer Complaints
Sales Capacity
Yield (Product Failure)
Utilization
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.
 Drill down to process and task level.

 Set up the projects.
Two common methods:

 Tree Diagram + Pareto Analysis.
 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
 Right project.
 Right team composition.
 Right team process.
Right Result

The 3 Basic Qualifications for a Six Sigma

Project
 A gap exists between current and the desired

performance.
 The cause of the problem is not clearly
understood.
 The solution is not apparent.
Is it a problem to be solved or an action to be taken?

Project Charter
 Project charter is a document created at the outset of a
project to assign the project to the team.
 It is an important tool for building committed project team.
 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. Project Charter

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?

 Quantify the current performance level.
 Objectively evaluate the gap.
 Aid in the analysis of key input factors.
 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:
 Engineering Processes Measurement System Analysis
 Visual Inspection Inspection System Study
 Transactional Processes Validate compliance of data
collection procedure
Gage R&R Short

Step 5: Determine Current Performance Status
Purpose: Understand how the process

is performing now.
• Gather process output data.

• Use histogram to show the distribution of data.
• Estimate the central tendency and variability of the
distribution.
• Assess current process capability.
• 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

 Process output measure: distance in cm

 Start angle setting : 174 o
 Three shifts / operator
 Two ball supplies
 6 outputs required per shifts
 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.
 Collate and combine current knowledge of team

members.
 Do not leave out any possible factor.
 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.
 Use team’s collective knowledge and experience to
narrow down into a more manageable number of
causes.
 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:
 Historical data analysis.
 Screening & Modeling Design of Experiment.
 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.
 Brainstorm all possible improvement solutions.

 Evaluate and select the best improvement
solutions.
 Establish implementation schedule and
responsibility.
 Test improvement solutions.

Step 10: Confirm Improvement

Solutions
Purpose: Make sure solutions are effective.
 Quantify the amount of improvement achieved.

 Measure capability of improved process.
 Check improved process stability.
 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.
 Revise process management system (control plan,

procedure, work instruction, etc.)
 Train staff on the revised process management
system.
 Implement a continual monitoring system.

Step 12: Close the Project

 Formally to close the project:
 - Project has been completed.
 - Project documentation is completed.
 - Improvement plan institutionalised.
 Share the lessons learned and knowledge

gained with other relevant processes /
areas.


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Six Sigma Green Belt Rel 1.

Global Partner for Business Success

Phase Step Task

3 Define Process Output Variable

MEASURE 4 Verify Measurement System

5 Determine Current Performance Status

Global Partner for Business Success

7 Shortlist Major Causes

9 Determine and Test Improvement

11 Institutionalise Improvement Plan

Global Partner for Business Success

Step 1: Define Key Performance Measures

 Two general approaches:

Business Objective Sales Sales Lead Time

Cost of Poor Final Product

Utility Cost Electricity

Working Account Receivable Water

Global Partner for Business Success

Process Management Approach

RESEARCH DEVELOP MANAGE PROVIDE

PROVIDE HUMAN PROVIDE PROVIDE

Global Partner for Business Success

Inputs Process Outputs

Global Partner for Business Success

Step 2: Create Projects

 Drill down to process and task level.

Two common methods:

Global Partner for Business Success

Electrical Test Defect Types

Project 1 : Solder Mask

Global Partner for Business Success

Global Partner for Business Success

Forecast Supplier Material Stock Supplier

Project 1 : Stock count accuracy.

Global Partner for Business Success

The 4 ‘Rights’ of Successful Project

Global Partner for Business Success

The 3 Basic Qualifications for a Six Sigma

 A gap exists between current and the desired

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

Global Partner for Business Success

Global Partner for Business Success

Step 3: Define Process Output Variable

Input Process Output

Why is it necessary to measure the process output?

Three basic type of data:

1. Continuous data : Measurements along a continuum.

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

3. Binary data : Whether a unit is defective or

Global Partner for Business Success

Global Partner for Business Success

Step 4: Verify Data Collection System

Gage R&R Short

Global Partner for Business Success

Step 5: Determine Current Performance Status

Purpose: Understand how the process

• Gather process output data.

Global Partner for Business Success

Global Partner for Business Success

 Process output measure: distance in cm

Current Process Performance

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

Global Partner for Business Success