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Driving productivity using DMAIC methodology

People. DMAIC Methodology. Process. Information. Driving productivity using DMAIC methodology. “Productivity is never an accident. It is always the result of a commitment to excellence, intelligent planning & project management, and focused effort.". Objectives & content.

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Driving productivity using DMAIC methodology

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  1. People DMAIC Methodology Process Information Driving productivity using DMAIC methodology “Productivity is never an accident. It is always the resultof a commitment to excellence, intelligent planning & project management, and focused effort."

  2. Objectives & content • Objectives of this presentation is to give training on DMAIC methodology and project management tools that will be used on: • CCI projects • GPI projects • OneTouch projects

  3. Focus on data measurement enables data-driven decisions • We don’t know what we don’t know. • If we can’t express what we know in the form of numbers, we really don’t know much about it. • If we don’t know much about it, we can’t control it. • If we can’t control it, we are at the mercy of chance.

  4. DMAIC Roadmap What savings? What needs to be done? D M A I C 1.0 Define Opportunities 2.0 Measure performance 3.0 Analyze Opportunity 5.0 Implement 6.0 Control Performance What is important? How are we doing? What is wrong? How do we implement? How do we control performance? 3 to 4 weeks 1 to 3 months

  5. DMAIC Roadmap What are the opportunities for improvement that will achieve the organization‘s goals and provide the largest payoff? DEFINE What is important? What is our current level of performance? MEASURE How are we doing? What are the true root causes for gaps or problems in performance? ANALYZE What is wrong? What are the possible solutions? What are the potential savings? DMA REPORT What needs to be done? How do we implement the best solution? IMPLEMENT How do we implement? How do we maintain the gains we have achieved? CONTROL How do we control performance?

  6. DMAIC and roadmap for Savings Potential Savings:identified by Managers during a first cut when defining the scope of a project: example -20% on T&L in Finland DEFINE What is important? MEASURE How are we doing? ANALYZE What is wrong? Identified Savings:estimated by Project team and supported by Measure and Analyse phase: example -15% on T&L in Finland DMA REPORT What needs to be done? Targeted Savings:committed by Managers and by Project team after more detailled Analysis and before starting the implementation: example -13% on T&L in Finland IMPLEMENT How do we implement? Actual Savings:implemented and validated by by Finance: example -12% on T&L in Finland CONTROL How do we control performance?

  7. Improve Define Measure Analyze Control DMAIC methodologyBasic Tools training Key questions • what’s the problem we’re trying to solve? • where are we starting and why? • how do we know this is a problem? • in this phase we try and understand the process, the customer, and their voices. • what’s the data telling us about the problem? • what are the best improvements opportunities? • what are the options for addressing the root causes of the problem? • it’s now time to drive and manage change! • how do we know the solution we’ve implemented is solving the problem over time? Tools • Cause and Effect Analysis • Pareto Analysis • Control charts • Histograms • CTQ • Project Charter • Voice of the Customer • SIPOC Map • Communication Plan • Effective Meeting Tools • Gantt Charting • Business Process Mapping • Pareto Analysis • Control charts • Histograms • Process Flow Improvement • Visual Process Control tools • Team Feedback Session

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