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DMAIC

Dr. Ron Lembke SCM 462. DMAIC. Financial return Impact on customers and organizational effectiveness Probability of success Impact on employees Fit to strategy and competitive advantage. Selection Considerations. Conformance Projects Unstructured Performance Projects

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DMAIC

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  1. Dr. Ron Lembke SCM 462 DMAIC

  2. Financial return Impact on customers and organizational effectiveness Probability of success Impact on employees Fit to strategy and competitive advantage Selection Considerations

  3. Conformance Projects • Unstructured Performance Projects • Problems because system poorly specified • Efficiency Projects • Acceptable products, not meeting internal goals • Product Design • Not meeting customer CTQ • Process design Selecting Projects

  4. Define • Measure • Analyze • Improve • Control • (Alternate meaning: Dumb Managers Always Ignore Customers) DMAIC

  5. Charter / rationale for the project • Why this, not others, need for project, costs, benefits • Developing a project charter (statement of the project) • Scoping: • Improve motor reliability • Most problems from brush wear • Problem with brush hardness • Reduce variability of brush hardness Define

  6. Gather voice of the customer data to identify critical-to-quality (CTQ) characteristics important to customers Select performance metrics What are current levels Expected improvements What will need to be done, by whom Define

  7. SIPOC Understand the relationships between • Suppliers • Inputs • Process • Outputs • Customers Define

  8. Develop operational definitions for each CTQ characteristic • Figure out how to measure internal processes affecting each CTQ, KPOV (Key process output variables), KPIV (Input Vars) • Y = F(x) • Figure out what data we need to collect • Easy to collect correctly • Interrupt process as little as possible • Collectors understand why collecting • “gage study” to determine the validity (repeatability and reproducibility) of the measurement procedure for each CTQ • Baseline data • Collect baseline capabilities for each CTQ • Determine the process capability for each CTQ Measure

  9. Y=f(x)

  10. Consider all possibilities Be clear – no guessing, training? You might have forgotten some Might need to revise – some cover too many things Learn about different cases Checksheet

  11. 3. Collect the data 5. Tabulate the data – Do as %, if you want to (6. Put each problem into dollars of cost, most complaints, lost employee minutes, etc.) 8. Sort biggest to smallest, graph. Analyze – p. 87 – what would you fix? Pareto chart

  12. Further study of major categories Grouping together smaller ones Look for common causes Pareto chart

  13. Understand why defects and variation occur • Find the root causes • 5W = 1H • Identify key causes • Experiments to verify impact • Formulate hypothesis, collect data Analyze

  14. Does the process work the way we think it does? • Identify upstream variables (x’s) for each CTQ • Process mapping • Operationally define each x • Collect baseline data for each x • Perform studies to determine the validity (repeatability and reproducibility) of the measurement process for each x • Establish baseline capabilities for each x • Understand the effect of each x on each CTQ Analyze

  15. Brainstorm ideas of potential root causes– everyone participates • Generate ideas about potential root causes • Understanding the process, not solving the problem yet Improve

  16. Ishikawa, Fishbone • Puts things in an organized way • Separate things into manageable parts (like KJ in that way) • Methods, Materials, Machines, People, Environment, Information • Create the diagram • Analyze the diagram – look for cost effective solutions! Cause and Effect Diagram

  17. Ask “why” 5 times, or as many as it takes List of next steps, things to investigate Why-why

  18. Scatter plots - Look for trends • Run charts – same thing • DJIA = Financial Performance? Graphs

  19. Determine optimal levels of critical x’s to optimize the spread, shape and center of the CTQ’s Action plans to implement the optimal level of the x’s Conduct pilot test of the revised process improve

  20. Force Field! Run into resistance?

  21. For and against Action items for each Strength of each Force field analysis

  22. Risk abatement planning and mistake-proofing to avoid potential problems with the revised settings of the x’s Standardize successful process revisions in training manuals Control revised settings of the critical x’s Turn revised process over to the process owner for continuous improvement using the PDSA cycle Control

  23. Tell everyone what you did, so they can learn from it Report Phase

  24. Questions 3, 4, 6, 7, 10, 16 HW – p. 97

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