D M A I C
DMAIC
Step 1Step 1Define a Project
DMAIC Steps
Establish Performance Parameters
Validate Measurement System for ‘Y’
Establish Process BaselineDefine Performance GoalsIdentify Variation Sources
Explore Potential CausesEstablish Variable RelationshipDesign Operating Limits
Step 2 Step 3
Step 4Step 5Step 6
Step 7Step 8 Step 9
M
A
I
CValidate Measurement System for ‘X’Verify Process ImprovementInstitutionalize New Capability
Step 10Step 11 Step 12
Step 0 Step 1
Establish CTQ Characteristics
Define a Project D
Deliverables of Step 1
1.1 Select a Project & Green Belt Champion, BB
1.2 Scope the Project GB, BB
1.3 Develop Team Charter GB, BB
1.4 Quantify Benefits GB, BB, Finance
1.5 Sign-off with Champion BB, GB
1.6 Kick-off the Project Champion, BB, GB
1.7 Complete Teaming Module BB, GB
Step Step Owner
1.1 Select a Project
Theme Selection Matrix• In those situations when you brainstorm project themes, theme selection matrix can be used to prioritize project themes.
• It is a more structured & data-oriented prioritization exercise as compared to multi- voting. In fact, it can be used even after multi-voting to further short-list
1.2 Scope the Project
What is Scoping?• It’s an attempt to define what will be covered in the project
deliverables
• Scoping sharpens the focus of the project team
• & sets the expectations right
• Types of Scoping
– Longitudinal Scoping – Lateral Scoping
Longitudinal Scoping• Longitudinal scoping is done on the length of the process
– e.g.
• From customer request for new connection to the time the number is activated.
• From customer reporting the complaint till final satisfaction confirmation
• Mostly the ‘start’ & ‘end’ points are baton change points
• A macro as-is process map must be prepared to facilitate
longitudinal scoping
SIPOCS
IPO
C
Tool
S I
P
O CSuppliers Inputs
Process
Outputs Customers
Process Boundary
33
44
5511 22S I
P
O CSuppliers Inputs
Process
Outputs Customers
Process Boundary
33
44
5511 22
SIPOC – First 90 days of customer
Acquisition through all business channels
Documentation &
entry cost for
activation
Customer Acquisition
Activation Profiling
CPV & Credit
Profiling
Welcome Process
Billing & 1st Bill Calling
Reducing churn by predicting
churn behaviour
Increase life of the customer
Processes touching the customer's life in
the first 90 days
Suppliers Inputs
Process Boundary
Output Customers
Processes
Process Mapping Nomenclature
Process Decision Data
Pre-definedProcess
Document Terminator
ManualOperation
DelayManualInput
Lateral Scoping• Lateral scoping is done on the breadth of the process
– e.g. – New connections in Maharastra Circle.
– e.g. – Calls received during general shift
• One or more of the following are covered here:
– What all kinds of units the process will cover
– In what situations the process is valid
– What are the qualifiers for the transactions
– What functional domains does the process cover
– In what geographical areas the process is valid
Scoping Techniques
• Write inside the box what you think project covers
• Write outside the box what you think project excludes
Inside-Outside
Tool
Longitudinal
Starts after receipt of CDR customer wise for the given time frameEnds at the despatch from IDEA office
Lateral
Despatches from Maharastra CircleAll despatches during shift ADespatch through Courier X
Any transit delays
Bill damages
Non-availability of customer
Example for an ‘On time Bill Despatch’ project
Project boundary
Out of scope
Scope Verification• After the scoping has been done, following should be checked to validate the scope
– If the scoped process is within the control of the GB / Team
– If the pain area lies within the scoped process
– If the scoped process is narrow enough
– If there are enough transactions to measure (at least 20 transactions per month are recommended for effective measurements)
– If the scope is still aligned with the Internal CTQ / CBP
– If the scoped process would still result in achieving the objectives set by the Champion
• Re-scoping may be needed later even after spending considerable time on the project
Form Teams
Team Composition• Green Belt
– Is the Team Leader for a Project
– Selects other members of his project team
– Defines the goal of project with Champion & team members
– Defines the roles and responsibilities for each team member
– Identifies training requirements for team along with Black Belt
– Helps make the Financial Score Card along with his CFO
Team Composition• Team Members
– A Team Member is chosen for a special skill or competence
– Team Members help design the new process
– Team Members drive the project to completion
• Guidelines for team members– Up to 5 people
– People who have stake in the process
– People who are benefited by removal of pain area
– People who have complementary skills
– People from same location
– Guest members
Develop Team Charter
• Fill this table with your BB for the roles of each team member
Team C
harter
Tool
Sl. No.
Name of the team
member
Functional
Role
Project Responsibilitie
s
12345
1.4 Quantify Benefits
1.5 Sign-off with Champion
Project Sign-off• Champion’s sign-off ensures a common
understanding of deliverables
• It reflects his approval on team members & financials
• It indicates the tentative project plan
• Formal sign-off is a must
Project Agreement FormP
roject Agreem
ent Form
Tool
DMAIC Project Agreement Form
Defining a Problem Statement
• A well-defined problem statement describes the ‘pain’
– What is wrong or not meeting your customer’s needs?
– When and where do the problems occur?
– How big is the problem?
– What’s the negative impact of the problem?
Defining a Problem Statement
Good Example:
In the last 3 months, 12% of our customers are late, by over 45 days in
paying their bills. This represents 20% of our outstanding receivables &
negatively affects our operating cash flow.
Poor Example:
Our customers are angry with us and thus delay paying their bills.
What
When
MagnitudeConsequence
Key Concepts• Points to remember while defining a problem statement:
– Is the problem based on observation (fact) or assumption (guess)?
– Does the problem statement prejudge a root cause?
– Can data be collected by the team to verify and analyze the problem?
– Is the problem statement too narrowly or broadly defined?
– Is a solution included in the statement?Must not assign blame, presume cause, or prescribe solution!
1.6 Kick-off the Project
Call a Team Meeting• Call a project team meeting to formally begin the project
• Ask Champion to define his expectations from the project
• Communicate objective of the project
• Explain project time frame and deadlines
• Get agreement from all members on their participation
Call a Team Meeting
• Present “Teaming Module”, complete “Teaming
Workbook” & develop role clarity for each project team member
• Develop “Loss-Gain Matrix” with your team
• Prepare team’s “Elevator Speech”
Create This Matrix with Your Team
Loss-Gain M
atrix
Tool LossLoss GainGain
Long TermLong Term
Short TermShort TermWhat are the
short-term threats if we don’t do the project?
What are the long-term threats you can foresee?
What are the Immediate gains
if we are successfulin the project?
What are the long-term gains?
Prepare an Elevator Speech with your Team
• Prepare a speech• Short-list key words• Create the vision statement• Communicate to organization
1. Imagine you want to sell your Six Sigma project to your CEO in a chance meeting in an empty elevator with 90 seconds to ride.
Elevator S
peech
Tool
2. Describe the need for project & the vision of the new state as if responding to “WHY DO IT”?
Tollgate - Define• Macro-level process map
• Signed-off Project Agreement Form
• Project kick-off meeting
• Teaming done for project team
• Loss-Gain Matrix
• Elevator Speech
Tollgate - DEFINE
All the Best for the
Quiz!!!!!!!!!
DEFINE – Q1• How many types of CTQs did you learn?
a)2
b)5
c)4
d)3
DEFINE – Q2• DMAIC is best applicable to
a)One time defect reduction in uni-functional environment
b)Dynamic defect reduction in cross-functional environment
c)One time defect reduction in cross-functional environment
d)Dynamic defect reduction in uni-functional environment
DEFINE – Q3• DMAIC applies to
a)Existing process that needs improvement
b)New process
c)Existing process in need of re-design
d)None of the above
DEFINE – Q4• Inputs to a QFD come from
a)VOC
b)Surveys
c)Internal Data
d)All of the above
DEFINE – Q5• Tool used for visioning is
a)Loss-gain matrix
b)Elevator speech
c)VOC
d)QFD
DEFINE – Q6• Customer CTQs are defined by
a)Champion
b)Green Belt
c)Customers
d)Black Belt
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