DMAIC Projects
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| − | DMAIC is a project framework for working with Lean Six Sigma (LSS), which is based on both Six Sigma approach to systematic and quantitative approach to process improvements, and Lean. A process following the Six Sigma approach aims to control the process in such a way, that no more than 3.4 defect per million possibilities, equal to all possibilities within 6 standard distributions (6σ). DMAIC is the framework used to work with process improvements, in order to reach the low failure rate. However, DMAIC can also be utilized in a different context, but is aimed at improving an existing process <ref> | + | DMAIC is a project framework for working with Lean Six Sigma (LSS), which is based on both Six Sigma approach to systematic and quantitative approach to process improvements, and Lean <ref> Josefsen, R., Bækgaard, J., & Holme, K. S. (2014). Perfekte Processer. Praktisk Forlag. </ref. A process following the Six Sigma approach aims to control the process in such a way, that no more than 3.4 defect per million possibilities, equal to all possibilities within 6 standard distributions (6σ). DMAIC is the framework used to work with process improvements, in order to reach the low failure rate. However, DMAIC can also be utilized in a different context, but is aimed at improving an existing process <ref>Morgan, J., & Brenig-Jones, M. (2012). Lean six sigma for dummies: 2nd edition. John Wiley & Sons.</ref>. |
DMAIC is an acronym for the five steps in the framework, called Define, Measure, Analyze, Improve and Control. The five stages consist of: | DMAIC is an acronym for the five steps in the framework, called Define, Measure, Analyze, Improve and Control. The five stages consist of: | ||
Revision as of 13:01, 10 February 2022
DMAIC is a project framework for working with Lean Six Sigma (LSS), which is based on both Six Sigma approach to systematic and quantitative approach to process improvements, and Lean Cite error: Closing </ref> missing for <ref> tag.
DMAIC is an acronym for the five steps in the framework, called Define, Measure, Analyze, Improve and Control. The five stages consist of:
- Define: in the define phase, what needs to be improved and for who is defined.
- Measure: the measure phase is used to further understand and document the problem
- Analyze: Based on the gathered data from the measure phase, the root causes to the problems are identified.
- Improve: With the root causes identified, a solution can now be developed, tested and pilot implemented.
- Control: The solution is first completely implemented in the important control phase. Following the implementation, it is paramount to monitor the effects, in order to ensure the change remains and works as intended.
Contents |
Big idea
- Big focus on data and quantitative basis
- DMAIC projects can happen continuely – again and again – in order to perfect the process.
- Introduce SIPOC
DEFINE
- Identifying and understanding the customer. Defining Voice of Customer (VoC) and focusing the work based on this is key. The VoC typically focus on the challenges of the customer. Insert example and context.
- Critical to Quality (CTQ) follows the VoC. Defining the CTQ means to describe what is necessary to fullfill the VoC. This requires an understanding why the VoC is a problem and what could remedy this. It does however not describe a specific solution. Insert example and context. Include how the CTQ should be measureable (two levels of CTQ, more descriptive, then a hard target).
- Create figure showcasing VoC and CTQ.
- Include details about Critical to Customer (CtC) from Six Sigma. Potentially model. Used and updated continually during the project.
MEASURE
- The measure phase is focused on defining the current facts of the situation.
ANALYSE
IMPROVE
CONTROL
Application
- Utilizing DMAIC in practice. [1]
Limitations
Annotated bibliography
References
- ↑ T. M. Shahada and I. Alsyouf, "Design and implementation of a Lean Six Sigma framework for process improvement: A case study," 2012 IEEE International Conference on Industrial Engineering and Engineering Management, 2012, pp. 80-84, doi: 10.1109/IEEM.2012.6837706.
