DMAIC Projects

Revision as of 20:24, 18 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 ^[1]. 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 to work towards other goals, such cycle time or customer satisfaction, as long as it is an existing process. ^[2].

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.

This article describes the purpose, usage and limitations of using DMAIC in improvement projects. For creating a new process or redically changing an existing one, the DMADV framework is suggested instead.^[1]

Big idea

DMAIC is a data driven project framework, with a strong quantitative basis. This quantitative approach aims to ensure the project is operating based on facts and provides value. The value of a DMAIC project can be in multiple different ways. There is a big focus on the customer and their requirements, which is determined in the beginning of the project in the Voice of Customer (VoC). DMAIC projects can be executed continuesly and repeatedly in order to perfect a process.

Between each phase of the DMAIC project, a gate meeting is held with the relevant stakeholders. During this meeting, the current results of the project is presented for the stakeholders. If the stakeholders find the current results and proposed forward direction adequete, the gate is agreed as open and the next phase can begin. This is much like the Stage-Gate Process. This is done to ensure the final solution can work for the stakeholders and gain additional insights through cross collaboration.

DEFINE
The define phase aims to set the scene for the project. Identifying and understanding the customer is done by defining the Voice of Customer (VoC). The VoC focus on the challenges of the customer. ^[3] There is often multiple stakeholders in the project and while defining the needs of the primary customer should be the focus in the VoC, it can benefit to also define VoC of the other stakeholders. This is to ensure the solution is optimal as possible.

Following the VoC, the Critical to Quality (CTQ) is defined. 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.

MEASURE

• The measure phase is focused on defining the current facts of the situation.
• A Data Collection Plan is developed to ensure the correct data is gathered, and gathered in the same way. ^[2]
• A range of types of data can be used. The typical ones, such as time consumption, error rate, units produced can be used, but other types, such as customer satisfaction and employee morale. The selected data to collect should fit the type of project and associated goal.
• Data can be collected several ways; counting, evaluating video material, questionaries, observations, etc...

ANALYSE

• Visualize the data to discover patterns.
• Utilize root cause analysis methods, such as a Fishbone diagram.
• Statistical analysis.

IMPROVE

• Conducting a range of experiments. Experiments can be through various types, from implementing physical prototypes to process changes.
• Following the implementation of an experiment, the effects are monitored, in order to evaluate if the experiment has the desired effect.
• How to monitor the effects.

CONTROL

• The Control phase is key to ensuring the improvements stick.
• Often not prioritized, as the change is now implemented, it is assumed that everything is fine. However, often small adjustments are needed to reach the optimal effects of the changes. In order to discover this, a process monitoring tool should be utilized.
• For example a Pareto analysis.

Application

• Utilizing DMAIC in practice. ^[4]
• Practical example.
• Connecting the different tools and monitoring the project with SIPOC, etc.

Method examples

CTQ: 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.
• Co-developing with the users and principles of being project manager ^[5]
• Introduce SIPOC

Limitations

• Less focused on qualitative aspects.
• A DMAIC project is quite comprehensive and for smaller improvement projects, the A3 report might be better suited.

Annotated bibliography

• Further reading about the principles of project management and ethics. ^[5]

References

1. ↑ ^{1.0 1.1} Josefsen, R., Bækgaard, J., & Holme, K. S. (2014). Perfekte Processer. Praktisk Forlag.
2. ↑ ^{2.0 2.1} Morgan, J., & Brenig-Jones, M. (2012). Lean six sigma for dummies: 2nd edition. John Wiley & Sons.
3. ↑ 2021 International Six Sigma Institute https://web.archive.org/web/20220213113640/https://www.sixsigma-institute.org/Six_Sigma_DMAIC_Process_Define_Phase_Capturing_Voice_Of_Customer_VOC.php
4. ↑ 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.
5. ↑ ^{5.0 5.1} The standard for project management. (2021). A Guide To the Project Management Body of Knowledge (pmbok® Guide) – Seventh Edition and the Standard for Project Management (english) (pp. 21-60. Project Management Institute, Inc.