DMAIC - Revision history

Mads Kronholm at 17:53, 4 March 2019

2019-03-04T17:53:57Z

← Older revision		Revision as of 17:53, 4 March 2019
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	This article will describe which tools, you as a project manager, are recommended to apply for each section, and the pros/cons of the usage. It is important to emphasize that the phases can overlap each other, and an example will be presented in the article. By using this framework, the project manager secures that he or she does not overlook anything and accidentally jump to conclusions.		This article will describe which tools, you as a project manager, are recommended to apply for each section, and the pros/cons of the usage. It is important to emphasize that the phases can overlap each other, and an example will be presented in the article. By using this framework, the project manager secures that he or she does not overlook anything and accidentally jump to conclusions.

	The framework is also suitable as a structure for major technical project as bachelor- and candidate projects. Since the lector and censor typically know about the framework, they have already outlined your project roughly, and it will give you an advantage in creating the famously red threat. An example of this will be presented in the article.

	==The big idea behind the DMAIC framework==		==The big idea behind the DMAIC framework==
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	===VOC Tree===		===VOC Tree===
	The abbreviation stands for Voice of Customer Tree. This tool is similar to the ~~fishbone~~/root cause analysis, but with another focus, as it finds solutions on problems presented by the customer. E.g. cellphone-costumers are not satisfied with the duration of the battery life. A solution to this would be fitting the new cellphone with a larger battery, or re-program the system so it is more efficient and not uses as much as before. <ref name="TLT" />		The abbreviation stands for Voice of Customer Tree. This tool is similar to the fish bone/root cause analysis, but with another focus, as it finds solutions on problems presented by the customer. E.g. cellphone-costumers are not satisfied with the duration of the battery life. A solution to this would be fitting the new cellphone with a larger battery, or re-program the system so it is more efficient and not uses as much as before. <ref name="TLT" />

	===Walk the process===		===Walk the process===
	This tool demands the project manager to walk the process which gives an understanding of the value stream. By doing so, some of the operators might give you some information or direct you in a curtain direction of your problem understanding, you might have missed. The tool is often used in combination with some of the others like SIPOC and the ~~fishbone~~ diagram.		This tool demands the project manager to walk the process which gives an understanding of the value stream. By doing so, some of the operators might give you some information or direct you in a curtain direction of your problem understanding, you might have missed. The tool is often used in combination with some of the others like SIPOC and the fish bone diagram.

	===MSA study===		===MSA study===
	The abbreviation stands for Measurement System Analysis. The tool is used to investigate how uncertain your measuring system is. For clarification, the measuring system is the one you as a project manager uses to collect data during the work with the DMAIC model. If the overall percentage is below 10 %, it is rated valid. Between 10-30%, it is not recommended, but usable if the better solution is not possible to receive due to e.g. cost, ~~knowhow~~, etc. Above 30 % is considered unacceptable. Factors influencing the MSA can be: calibration, ~~fixturing~~, skills, materials, number of samples, temperature, humidity etc.<ref name=''MSA study''> ''https://www.isixsigma.com/dictionary/measurement-system-analysis-msa/'' </ref>		The abbreviation stands for Measurement System Analysis. The tool is used to investigate how uncertain your measuring system is. For clarification, the measuring system is the one you as a project manager uses to collect data during the work with the DMAIC model. If the overall percentage is below 10 %, it is rated valid. Between 10-30%, it is not recommended, but usable if the better solution is not possible to receive due to e.g. cost, know-how, etc. Above 30 % is considered unacceptable. Factors influencing the MSA can be: calibration, fixture, skills, materials, number of samples, temperature, humidity etc.<ref name=''MSA study''> ''https://www.isixsigma.com/dictionary/measurement-system-analysis-msa/'' </ref>

	===Pareto analysis===		===Pareto analysis===
	This tool may also be known under the nickname “80/20”-rule, since a rule of thumb says, that 80 % of the registered errors on a machine are due to 20 % of the number of causes. This helps the project manager to prioritize where he or she should focus first. Be aware of the following two things:		This tool may also be known under the nickname “80/20”-rule, since a rule of thumb says, that 80 % of the registered errors on a machine are due to 20 % of the number of causes. This helps the project manager to prioritize where he or she should focus first. Be aware of the following two things:
	* The ~~pareto~~ analysis can be used over an over. After the usage of the analysis, when a solution has been implemented, a new cause is the main root-cause to 80 % of the errors.		* The Pareto analysis can be used over an over. After the usage of the analysis, when a solution has been implemented, a new cause is the main root-cause to 80 % of the errors.
	* The percentage is guiding, so in some occasions, the 80 % might be 70 or 90, and the 20 might be 10 or 30. This is not something to be worried about or basis for changing tool, since the percentage is guiding.<ref name=''Pareto analysis''> ''Kvalitetsstyring og måleteknik, Erhvervsskolernes Forlag, 1. edition (2011) by Torben Jul Jensen with others, Odense, page 359'' </ref>		* The percentage is guiding, so in some occasions, the 80 % might be 70 or 90, and the 20 might be 10 or 30. This is not something to be worried about or basis for changing tool, since the percentage is guiding.<ref name=''Pareto analysis''> ''Kvalitetsstyring og måleteknik, Erhvervsskolernes Forlag, 1. edition (2011) by Torben Jul Jensen with others, Odense, page 359'' </ref>

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	===Defect concentration diagram===		===Defect concentration diagram===
	The tool is a visual representation of where the errors occur. This could be used on the product, e.g. if the task was to improve the strength of a product, and 50 crash tests was completed. Each damage would then be marked on a drawing of the product, to investigate where the weakest link was. This tool is recommended to be used together with the ~~pareto~~ analysis, so the error causes can be ranked. The tool can also be used on a production line, then you will mark the causes on a drawing of the line. The procedure will be the same, and you will end up with an understanding of where your product or production line is failing most often.<ref name=''DCD''> ''https://www.statisticshowto.datasciencecentral.com/defect-concentration-diagram/'' </ref>		The tool is a visual representation of where the errors occur. This could be used on the product, e.g. if the task was to improve the strength of a product, and 50 crash tests was completed. Each damage would then be marked on a drawing of the product, to investigate where the weakest link was. This tool is recommended to be used together with the Pareto analysis, so the error causes can be ranked. The tool can also be used on a production line, then you will mark the causes on a drawing of the line. The procedure will be the same, and you will end up with an understanding of where your product or production line is failing most often.<ref name=''DCD''> ''https://www.statisticshowto.datasciencecentral.com/defect-concentration-diagram/'' </ref>

	===Brainstorming===		===Brainstorming===
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	===Fishbone diagram===		===Fishbone diagram===
	After completion a brainstorm for the causes to the problem, it is recommended to organize your findings in a ~~fishbone~~ diagram. The ~~fishbone~~ has a set of ~~pre-defined~~ categories that each finding should be placed in. The categories are machinery, method, material, people, measurement and environment. Try then to ad a cause to the previous cause, e.g. category people “operator mistakes”. A root-cause to this could be “lack of training”. The lack of training increases that one of the operators makes a mistake. If the problem has many aspects, you would end up with a lot of different potential root-causes. It is suggested to arrange the root-causes in a ~~pareto~~ analysis.<ref name=''Fishbone diagram''> ''http://www.discover6sigma.org/post/2005/11/fishbone-diagram/'' </ref>		After completion a brainstorm for the causes to the problem, it is recommended to organize your findings in a fish bone diagram. The fish bone has a set of predefined categories that each finding should be placed in. The categories are machinery, method, material, people, measurement and environment. Try then to ad a cause to the previous cause, e.g. category people “operator mistakes”. A root-cause to this could be “lack of training”. The lack of training increases that one of the operators makes a mistake. If the problem has many aspects, you would end up with a lot of different potential root-causes. It is suggested to arrange the root-causes in a Pareto analysis.<ref name=''Fishbone diagram''> ''http://www.discover6sigma.org/post/2005/11/fishbone-diagram/'' </ref>

	===RCA3===		===RCA3===
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	===Decision matrix===		===Decision matrix===
	This tool is used to secure, that a curtain solution is chosen among others from a factual point and not from personal preferences. These can be created in many ways, but the things they have in common are the following:		This tool is used to secure, that a curtain solution is chosen among others from a factual point and not from personal preferences. These can be created in many ways, but the things they have in common are the following:
	* Defined factors that are weighted from e.g. 1-5. If a thing is rated important, this will receive the rating 5 and if not, the rating of 1. Factor could be “driving ability” ~~“safty”~~ and “horse power” if the decision was to choose a car.		* Defined factors that are weighted from e.g. 1-5. If a thing is rated important, this will receive the rating 5 and if not, the rating of 1. Factor could be “driving ability” “safety” and “horse power” if the decision was to choose a car.
	* Possible solutions rated from 1-5 according to each factor e.g., when staying in the car analogy, the brand Volvo will score high on the safety, and a Ferrari high on the driving ability and horsepower.		* Possible solutions rated from 1-5 according to each factor e.g., when staying in the car analogy, the brand Volvo will score high on the safety, and a Ferrari high on the driving ability and horsepower.
	The sum of the weighted factors multiplied with the solution rating will give an overall value. The solution with the highest value, will be the most preferable to implement. By using this tool, something as subjective as selecting something, can almost be done objectively. Therefore, this tool helps minimize the personal bias.<ref name=''Decision matrix''> ''https://www.isixsigma.com/methodology/voc-customer-focus/quick-quality-decision-making-using-six-sigma-tools/'' </ref>		The sum of the weighted factors multiplied with the solution rating will give an overall value. The solution with the highest value, will be the most preferable to implement. By using this tool, something as subjective as selecting something, can almost be done objectively. Therefore, this tool helps minimize the personal bias.<ref name=''Decision matrix''> ''https://www.isixsigma.com/methodology/voc-customer-focus/quick-quality-decision-making-using-six-sigma-tools/'' </ref>
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	==Limitations==		==Limitations==
	As the previous sections might show, the framework can be quite wide, and can lead the project manager a hard time to chose the correct tool. If the tool is applied in smaller projects, this might not have the best effect, compared to designing a larger project according to the DMAIC framework.		As the previous sections might show, the framework can be quite wide, and can lead the project manager a hard time to chose the correct tool. If the tool is applied in smaller projects, this might not have the best effect, compared to designing a larger project according to the DMAIC framework.
	A down side with the DMAIC framework is, it is a toolbox of different tools. To ~~achive~~ the best usage of the framework, the project manager must know the tools, and how to apply them. This might be the greatest weaknesses of the DMAIC framework.		A down side with the DMAIC framework is, it is a toolbox of different tools. To achieve the best usage of the framework, the project manager must know the tools, and how to apply them. This might be the greatest weaknesses of the DMAIC framework.

	==Annotated bibliography==		==Annotated bibliography==
	The following mentioned bibliography contains three internet-link. It is a conscious choice. The internet are chosen as a media, compared to books, to make it easy available for interested to further investigate and find further information of the subject. The sites presented are valid and authorized.		The following mentioned bibliography contains three internet-link. It is a conscious choice. The internet are chosen as a media, compared to books, to make it easy available for interested to further investigate and find further information of the subject. The sites presented are valid and authorized.

	* https://www.isixsigma.com is a community with 115 thousand members and more than 179 thousand discussions. This site is recommended due to the combination of discussion and their own provided data. The "explore" tap contains subjects which is useful to get an further understanding. If you are new into the world of six sigma, they also provide a dictionary in the "explore" tap. This might come in handy when reading other articles, and to understand the whole picture. The "forum"-tap can be ~~helpfull~~ if you have a question. Many of the frequently asked questions can be seen, and you may already find your answer there.		* https://www.isixsigma.com is a community with 115 thousand members and more than 179 thousand discussions. This site is recommended due to the combination of discussion and their own provided data. The "explore" tap contains subjects which is useful to get an further understanding. If you are new into the world of six sigma, they also provide a dictionary in the "explore" tap. This might come in handy when reading other articles, and to understand the whole picture. The "forum"-tap can be helpful if you have a question. Many of the frequently asked questions can be seen, and you may already find your answer there.

	* https://www.smartsheet.com/free-lean-six-sigma-templates is a site, as the link reveals, providing lean tools for free. They are not the pretties designed templates but they work just fine. Some of the tools provided in this article can be found as templates such as SIPOC, VOC and fish-bone diagram. These templates will help you as a project manager get started with your analysis, and not wasting time on creating your own template. If you want a more neat template, please check the site below.		* https://www.smartsheet.com/free-lean-six-sigma-templates is a site, as the link reveals, providing lean tools for free. They are not the pretties designed templates but they work just fine. Some of the tools provided in this article can be found as templates such as SIPOC, VOC and fish-bone diagram. These templates will help you as a project manager get started with your analysis, and not wasting time on creating your own template. If you want a more neat template, please check the site below.

	* https://goleansixsigma.com/ is a more advanced site i you want to take your lean six sigma (an in between of lean and six sigma) to the next level and becoming an yellow belt. They provide online ~~cources~~, live coaching tool and templates and expert guidance. This site is more about self-education compared to the two above mentioned links. The membership is in range of 9$ to 199$ / year.		* https://goleansixsigma.com/ is a more advanced site i you want to take your lean six sigma (an in between of lean and six sigma) to the next level and becoming an yellow belt. They provide online courses, live coaching tool and templates and expert guidance. This site is more about self-education compared to the two above mentioned links. The membership is in range of 9$ to 199$ / year.

	==Related models==		==Related models==

Mads Kronholm: /* 5S */

2019-03-01T15:04:27Z

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	5S stands for the five steps in creating a workplace without superfluous items and documents. People tends to pile up their work and moving on to the next project, before sorting the table. The tool can be used, and is wrongly called a “cleaning tool”, to create systematic and an organized workplace. The 5S’ are (the English translation are shown in the parenthesis):		5S stands for the five steps in creating a workplace without superfluous items and documents. People tends to pile up their work and moving on to the next project, before sorting the table. The tool can be used, and is wrongly called a “cleaning tool”, to create systematic and an organized workplace. The 5S’ are (the English translation are shown in the parenthesis):
	* Seiri (Sort). Remove not needed documents as outdated Post-It notes and completed work.		* Seiri (Sort). Remove not needed documents as outdated Post-It notes and completed work.
	* Seiton (~~Streighten~~, Set). Organize your remaining stuff, like placing the pencils in a container.		* Seiton (Straighten, Set). Organize your remaining stuff, like placing the pencils in a container.
	* Seiso (Shine, Sweep). Clean the area to secure a clean start for the standardize phase.		* Seiso (Shine, Sweep). Clean the area to secure a clean start for the standardize phase.
	* Seiketsu (Standardize). Mark on the table where to place your stuff, like the tape dispenser, pencil container and Post-It’s. You can use tape or colors to identify where to place your work articles.		* Seiketsu (Standardize). Mark on the table where to place your stuff, like the tape dispenser, pencil container and Post-It’s. You can use tape or colors to identify where to place your work articles.
	* Shitzuke (Sustain). Make it a routine to place the things back where they belong.		* Shitzuke (Sustain). Make it a routine to place the things back where they belong.
	This tool will help you creating an organized workplace where you do not have to clean, since your desk is always spotless.<ref name=~~''5S''> ''http:~~/~~/leansixsigmadefinition.com/glossary/5s/'' </ref~~>		This tool will help you creating an organized workplace where you do not have to clean, since your desk is always spotless.<ref name="TLT" />

	===Work instruction===		===Work instruction===

Mads Kronholm: /* SIPOC. Visual process diagram. */

2019-03-01T15:01:01Z

SIPOC. Visual process diagram.

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	* What are the process outputs?		* What are the process outputs?
	* Who receives outputs?		* Who receives outputs?
	This requires the user to show interest and investigate the process, and thereby gathering information and knowledge of the current situation.<ref name=''TLT''> ''The Lean Toolbox, John Bicheno, 4. edition, 2019 by PICSIE books'' </ref>		This requires the user to show interest and investigate the process, and thereby gathering information and knowledge of the current situation.<ref name="TLT"> "The Lean Toolbox, John Bicheno, 4. edition, 2019 by PICSIE books" </ref>

	===VOC Tree===		===VOC Tree===

Mads Kronholm: /* VOC Tree */

2019-03-01T14:58:05Z

VOC Tree

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	===VOC Tree===		===VOC Tree===
	The abbreviation stands for Voice of Customer Tree. This tool is similar to the fishbone/root cause analysis, but with another focus, as it finds solutions on problems presented by the customer. E.g. cellphone-costumers are not satisfied with the duration of the battery life. A solution to this would be fitting the new cellphone with a larger battery, or re-program the system so it is more efficient and not uses as much as before. <ref name=''TLT'' />		The abbreviation stands for Voice of Customer Tree. This tool is similar to the fishbone/root cause analysis, but with another focus, as it finds solutions on problems presented by the customer. E.g. cellphone-costumers are not satisfied with the duration of the battery life. A solution to this would be fitting the new cellphone with a larger battery, or re-program the system so it is more efficient and not uses as much as before. <ref name="TLT" />

	===Walk the process===		===Walk the process===

Mads Kronholm: /* VOC Tree */

2019-03-01T14:56:56Z

VOC Tree

← Older revision		Revision as of 14:56, 1 March 2019
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	===VOC Tree===		===VOC Tree===
	The abbreviation stands for Voice of Customer Tree. This tool is similar to the fishbone/root cause analysis, but with another focus, as it finds solutions on problems presented by the customer. E.g. cellphone-costumers are not satisfied with the duration of the battery life. A solution to this would be fitting the new cellphone with a larger battery, or re-program the system so it is more efficient and not uses as much as before.<ref name=''TLT''/>		The abbreviation stands for Voice of Customer Tree. This tool is similar to the fishbone/root cause analysis, but with another focus, as it finds solutions on problems presented by the customer. E.g. cellphone-costumers are not satisfied with the duration of the battery life. A solution to this would be fitting the new cellphone with a larger battery, or re-program the system so it is more efficient and not uses as much as before. <ref name=''TLT'' />

	===Walk the process===		===Walk the process===

Mads Kronholm: /* VOC Tree */

2019-03-01T14:56:06Z

VOC Tree

← Older revision		Revision as of 14:56, 1 March 2019
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	===VOC Tree===		===VOC Tree===
	The abbreviation stands for Voice of Customer Tree. This tool is similar to the fishbone/root cause analysis, but with another focus, as it finds solutions on problems presented by the customer. E.g. cellphone-costumers are not satisfied with the duration of the battery life. A solution to this would be fitting the new cellphone with a larger battery, or re-program the system so it is more efficient and not uses as much as before.<ref name=''~~VOC Tree~~''~~> ''https://www.whatissixsigma.net/ctq-tree/'' <~~/~~ref~~>		The abbreviation stands for Voice of Customer Tree. This tool is similar to the fishbone/root cause analysis, but with another focus, as it finds solutions on problems presented by the customer. E.g. cellphone-costumers are not satisfied with the duration of the battery life. A solution to this would be fitting the new cellphone with a larger battery, or re-program the system so it is more efficient and not uses as much as before.<ref name=''TLT''/>

	===Walk the process===		===Walk the process===

Mads Kronholm: /* Pareto analysis */

2019-03-01T14:54:55Z

Pareto analysis

← Older revision		Revision as of 14:54, 1 March 2019
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	This tool may also be known under the nickname “80/20”-rule, since a rule of thumb says, that 80 % of the registered errors on a machine are due to 20 % of the number of causes. This helps the project manager to prioritize where he or she should focus first. Be aware of the following two things:		This tool may also be known under the nickname “80/20”-rule, since a rule of thumb says, that 80 % of the registered errors on a machine are due to 20 % of the number of causes. This helps the project manager to prioritize where he or she should focus first. Be aware of the following two things:
	* The pareto analysis can be used over an over. After the usage of the analysis, when a solution has been implemented, a new cause is the main root-cause to 80 % of the errors.		* The pareto analysis can be used over an over. After the usage of the analysis, when a solution has been implemented, a new cause is the main root-cause to 80 % of the errors.
	* The percentage is guiding, so in some occasions, the 80 % might be 70 or 90, and the 20 might be 10 or 30. This is not something to be worried about or basis for changing tool, since the percentage is guiding.<ref name=''Pareto analysis''> ''Kvalitetsstyring og måleteknik, Erhvervsskolernes Forlag, 1. edition (2011), Odense, page 359'' </ref>		* The percentage is guiding, so in some occasions, the 80 % might be 70 or 90, and the 20 might be 10 or 30. This is not something to be worried about or basis for changing tool, since the percentage is guiding.<ref name=''Pareto analysis''> ''Kvalitetsstyring og måleteknik, Erhvervsskolernes Forlag, 1. edition (2011) by Torben Jul Jensen with others, Odense, page 359'' </ref>

	===Time series plot===		===Time series plot===

Mads Kronholm: /* SIPOC. Visual process diagram. */

2019-03-01T14:53:45Z

SIPOC. Visual process diagram.

← Older revision		Revision as of 14:53, 1 March 2019
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	* What are the process outputs?		* What are the process outputs?
	* Who receives outputs?		* Who receives outputs?
	This requires the user to show interest and investigate the process, and thereby gathering information and knowledge of the current situation.<ref name=''~~SIPOC~~''> ''The Lean Toolbox, John Bicheno, 4. edition, 2019 by PICSIE books'' </ref>		This requires the user to show interest and investigate the process, and thereby gathering information and knowledge of the current situation.<ref name=''TLT''> ''The Lean Toolbox, John Bicheno, 4. edition, 2019 by PICSIE books'' </ref>

	===VOC Tree===		===VOC Tree===

Mads Kronholm: /* SIPOC. Visual process diagram. */

2019-03-01T14:52:31Z

SIPOC. Visual process diagram.

← Older revision		Revision as of 14:52, 1 March 2019
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	* What are the process outputs?		* What are the process outputs?
	* Who receives outputs?		* Who receives outputs?
	This requires the user to show interest and investigate the process, and thereby gathering information and knowledge of the current situation.<ref name=''SIPOC''> ''~~https://tallyfy~~.~~com/sipoc-diagram/~~'' </ref>		This requires the user to show interest and investigate the process, and thereby gathering information and knowledge of the current situation.<ref name=''SIPOC''> ''The Lean Toolbox, John Bicheno, 4. edition, 2019 by PICSIE books'' </ref>

	===VOC Tree===		===VOC Tree===

Mads Kronholm: /* Pareto analysis */

2019-03-01T14:48:35Z

Pareto analysis

← Older revision		Revision as of 14:48, 1 March 2019
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	This tool may also be known under the nickname “80/20”-rule, since a rule of thumb says, that 80 % of the registered errors on a machine are due to 20 % of the number of causes. This helps the project manager to prioritize where he or she should focus first. Be aware of the following two things:		This tool may also be known under the nickname “80/20”-rule, since a rule of thumb says, that 80 % of the registered errors on a machine are due to 20 % of the number of causes. This helps the project manager to prioritize where he or she should focus first. Be aware of the following two things:
	* The pareto analysis can be used over an over. After the usage of the analysis, when a solution has been implemented, a new cause is the main root-cause to 80 % of the errors.		* The pareto analysis can be used over an over. After the usage of the analysis, when a solution has been implemented, a new cause is the main root-cause to 80 % of the errors.
	* The percentage is guiding, so in some occasions, the 80 % might be 70 or 90, and the 20 might be 10 or 30. This is not something to be worried about or basis for changing tool, since the percentage is guiding.<ref name=''Pareto analysis''> ''~~Quality book~~'' </ref>		* The percentage is guiding, so in some occasions, the 80 % might be 70 or 90, and the 20 might be 10 or 30. This is not something to be worried about or basis for changing tool, since the percentage is guiding.<ref name=''Pareto analysis''> ''Kvalitetsstyring og måleteknik, Erhvervsskolernes Forlag, 1. edition (2011), Odense, page 359'' </ref>

	===Time series plot===		===Time series plot===