Diffrences and Characters Tics Between Six Sigma

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DIFFRENCES AND CHARACTERSTICS BETWEEN SIX

SIGMA(DMAIC) AND PDCA CYCLE

BY- Shivam Rawat

090101097

There are many benefits to using the defined Six Sigma methodology over PDCA. With Six

Sigma, a person knowing little to nothing about an area can still come to the same conclusions inthe same amount of time.

"What's the difference between Six Sigma and what we're already doing?I've come to several

conclusions:

y There is a certain level of variability in the way healthcare systems attack internal quality

or process improvement issues.y Depending on the particular methodology a hospital is using, the differences can be

anywhere from glaringly obvious to fairly difficult to ascertain.y There are a few extremely critical areas within the Six Sigma methodology that set it

apart from other processes.

The following is offered as a brief comparison between the Six Sigma DMAIC process andFOCUS-PDCA. The DMAIC process includes phases for Define, Measure, Analyze, Improve

and Control. FOCUS-PDCA is an extension of the Plan, Do, Check, Act (PDCA) cycle,sometimes called the Deming or Shewhart cycle, and is considered the most in-depth of the

PDCA or PDSA methodologies. FOCUS is an acronym representing the five phases of the process known as Find, Organize, Clarify, Uncover, and Start. As with other quality initiatives

such as TQM or CQI, there are some similarities with Six Sigma, however there are alsosignificant contrasts and gaps that should be examined.

FOCUS PDCA Versus SIX SIGMA - 15 STEP GE-DMAIC

Find a process to improve

y Define the problem

This is the equivalent of Step A in the GE Six

Sigma process.

The difference is that Six Sigma providestemplates, tools and roadmaps with deliverables

for each step that are completed before moving

forward.Organize to improve the process

y Identify/develop a team that knows the

process

This is the equivalent of Step B in the GE Six

Sigma process.

Again more templates and tools are used on theSix Sigma side. In some companies, change

acceleration tools are also used to address theacceptance side of improvement initiatives.



Clarify current knowledge of the process and

collect information

y Identify current process

In Six Sigma, this would be Step C "process

map" and Step 4 "how good is the current process".

Focus PDCA is missing steps 1, 2, & 3

Step 1: CTQ Characteristics

"What do I want to improve"

Step 2: Define Performance Standards"What's the best way to measure"

Step 3: Validate Measurement System or GRR

"Can I trust the output data"

Understand the source of process and collectvariations

y Identify root cause of the problemy Address system issues staffing

equipment, supplies, etc.)

This would be 1/2 of Step 7 if your problemwas around critical elements, "What's at the

root of the problem".

FOCUS PDCA is missing steps 5, 6 & 7 (for operating parameters or OP only)

Step 5: Define Performance Objective"How good do I need to be?"

Step 6: Identify Variation Sources

"What factors make a difference"

Step 7: OP problems"can I turn the problem on & off"

Select the process improvement

y Generate solutions

y Make appropriate recommendations

Plan

y State what change is expected

y Select the solutiony Identify who is responsible for the

action plany Identify staff members assigned to carry

out portions of the plany Identify the required action (education,

focused, supervision)y Identify who is responsible for

education supervision

This is the second part of Step 7: Once you've

identified root causes you develop solutions.

This would be 1/2 of Step 7 if your problemwas around critical elements, "What's at the

root of the problem".

FOCUS PDCA is missing steps 8-12:

Step 8: Discover variable relationships"How can I predict the output"

Step 9: Establish OP tolerances on X's

"How tight does the control have to be "

Step 10: Validate X Measurement System"Can I trust the in-process data"



y Recommend system changes

y Identify/select/develop tool for monitoring the expected change

Do

y Implement plan

y State target completion date

Check

y Identify desired compliance goal

y Identify monitoring datesy Monitor the effect of the change

y Identify staff members responsible for monitoring and data managers

y Analyze data and determine %compliance met

y Determine if the plan was a successy Identify people/system issues that

impacted the success of plan

Step 11: Determine Process Capability"Have I reached my goal"

Step 12: Implement Process Control

"How can I sustain the improvement"

Visually, PDCA has 4 steps, while DMAIC has 5. But, it¶s not just 5 steps, but 5 steps and

tollgates in between each phase. A tollgate is where the project team or team leader presents hisor her findings in the current phase and the steering committee will either approve the project to

move to the next phase or not.

A big difference between PDCA and DMAIC is the corporate infrastructure required. Six Sigma

and the DMAIC methodology in which its work is carried out, requires a steering committee,tollgates, a champion, and a project sponsor.

While all those might be good, given the right context, the organizational burden on a company

is real because it requires up-front investment of time, resources, and attention.

On the other hand, the PDCA framework of Lean is completed many, many times without muchhoopla or fanfare. Indeed, the PDCA framework of Lean allows for the involvement of

everybody, whereas DMAIC of Six Sigma requires specialized and trained people, often called

Black Belts, Green Belts, or Master Black Belts.

There are no belts in Lean; the mindset of Lean and the tools it uses to carry out its work ishighly accessible to everybody ± no belt required. No barriers to entry or barriers to participate,

just some training, ongoing training, and a lot of hands-on doing.

So, in our compare and contrast of PDCA versus DMAIC, they are quite similar, except for theorganizational infrastructure required in Six Sigma.



Because of the differences I note above, the benefits of Lean and the PDCA framework is oftenheralded because of its speed and velocity. This is true, because there is no organizational

overhead and improvements are made ± many, many small improvements ± daily.

Define-Measure-Analyze-Improve-Control (DMAIC)

To put Six Sigma into practice, a practical framework it uses is called DMAIC. Visually, the Six

Sigma storyboard looks like this:

Diffrences and Characters Tics Between Six Sigma

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