Contol Phase of DMAIC

The control phase of DMAIC is by far the most important component but is often neglected. It is very common that after improvements are implemented, the process slowly recedes to its original state. The root cause of this is simply lack of metric monitoring. If you really made an improvement, any deviation would yield decline in value of the process.

What happens if a deviation is detected or the system begins to break down? Most businesses have very capable people that do not have any action plans. In order to adequately implement the control phase of DMAIC, action plans must be determined ahead of time. If there is a standard resolution to a foreseen problem, a minimal amount of resources will be required to return to the ideal state.

This is where standard work really becomes important. Of course everyone should be performing their function in a controlled manner but will everyone resolve issues the same (best) way? When everyone reacts to deviations in a uniform manner, there is a true state of control.

This is a great intro to LEAN on a high level!

leanblog.org Lean Blog: What Is Lean? A Lean Definition Lean Manufacturing Lean Healthcare Toyota Production System

Make the Right Improvement

The improvement phase of DMAIC is easily the most fun; everyone gets to showcase their ideas. As I have said in other posts, be careful not to let any predetermined solutions into this phase. The data you have collected should tell you where the real problem is and allowing all participating parties to brainstorm should yield a solution.

Improvement is pretty simple. Just pick the best idea and move on. If possible, try the idea out and measure it again to ensure you can achieve the desired results before closing the project.

It is not uncommon for people to disagree concerning the correct path to take. This of course is much more of a problem in larger groups. With big teams, vote on improvement ideas before moving forward. This helps create buy-in and eliminates debate that wastes time. It may also help to vote anonymously. Try to avoid spending time talking and not doing. Have you ever witnessed someone spend all day making a report pretty without actually getting anything done? Talking during the improve phase of DMAIC is the same thing. You should spend your resources doing since the analyze phase should have pointed you in the correct direction.

Six Sigma, LEAN, DMAIC, or any other continuous improvement is not about being presentable, it is about hard measurable results.

Does anyone have any great examples?

Analyze the Data

It is a common mistake to see data, make assumptions, then start making decisions without much thought. Don't get caught up in the excitement; just because your data looks obvious does not mean the root cause is. Whenever there is something to be fixed, the root cause must be addressed in order to yield high quality results.

I have recently been part of an operation that simply made fast pace corrections (mostly retroactive) that served as band-aids to existing problems. It did not take long before it was realized that all of the simple fixes created more burden than solution. People tend to resist change; once a bad fix is in place, people usually want to stick with it. Making the correct decisions the first time around is priceless to your company.

When analyzing data, be sure to know what it is really telling you. Include as many experts as you can; everyone will have a different take. It is difficult to guide large project teams and visual tools work wonders for getting everybody on the same track. The Value Stream Map is the best tool for seeing how a process works and where you should focus. Pinpoint areas for improvement and dig deeper. The two most common tools for idea generation are the Fish bone Diagram and the Cause and Effect Matrix. These two tools merely facilitate brainstorming and get everything out where people can see it. Make sure "why" is continuously asked with the purpose of reaching the root cause.

Most people will immediately try to solve the problems. During this phase of DMAIC, stay focused on the task at hand. What does your data tell you? Where does the process hurt and by how much? Where can we make improvements? Identify root causes before brainstorming for improvement.

When you don't have any more answers for why, move on to the improvement phase.

MEASURE phase of DMAIC

Now that you have a project with a clearly defined improvement opportunity, the current state of the process must be measured. All successful operations have metrics that provide a snap-shot of what is happening. Use these same metrics over a defined period of time to capture anything and everything that takes place in the process. Be sure to calculate averages and any variances. LEAN techniques can typically help your averages while Six Sigma will help alleviate deviations.

Before taking any measurements, have a discussion concerning what needs to be measured. I have taken part on many projects teams that get into a project only to discover that the correct metrics were not considered. This will always set the team back; be innovative and do it right the first time.

Prior to beginning the MEASURE phase, you should have a grasp of the current state of the process. A current state value stream map is a great tool to visualize this. The map can be as detailed as necessary. Plugging metrics into the cVSM will provide a visual way to identify steps to focus resources on.

Once the metrics are complete and accurate, don't make assumptions. Most people believe they know the root causes before any data is analyzed; don't fall into this trap. It is time to move on to the ANALYZE phase.

Define is the first step in DMAIC

It is obvious that you can't begin a project if you do not know what you are trying to accomplish. Most people identify an area for improvement and start making assumptions, improvements, and whatever else by the seat of their pants. It is incredibly important to clearly DEFINE everything your project will entail. The DEFINE phase is usually completed by the project leader.

First you need to know what the improvement opportunity is, how you are going to measure it, the scope of your process, and anything else that aids in providing clarity. During this first phase it is a must that you decide what your overall goal is. If you lose site of this goal, you have just started another project. This is very important so you can ensure that everyone on your team is going after the same thing. Championing a project would be very difficult if everyone had a different goal in mind.

Once you know what your ambition is, decide how you are going to measure your current state against your future state. Clarity of what is going to be measured is a must. There is not an improvement if you can't measure it.

Create a schedule. Things will operate much more efficiently just by having one on paper.

Who is on your team? Having the right people involved determines the level of success; it also does not hurt to include someone who will ask the "dumb" questions.

Once everything is clear, create a project charter. A charter makes everything a little more official and keeps you on track. This is nothing more than an official document that states what the team will be doing and attempting to achieve.

Now the team can assemble and begin.

Now that your charter is complete, the DEFINE phase has been completed.

A Structured Project Methodology is Important (DMAIC)

The most common mistake that I have seen people make when trying to achieve a goal is that they have no structure to their process. Lack of project structure creates an environment that allows vision to be lost and sub-par results to be achieved. In order to maximize results, you need to have direction throughout the entire project.

There are several popular methods for project management. Even though they all differ in some way, their underlying theme remains the same. In this blog I will explore the use of a method call DMAIC. I will remain high level and will not get into many of the complex tools used. I hope to communicate the mentality and structure of this process. Understanding of the steps that DMAIC dictates will provide a perspective that consistently yields positive results.

Choosing Your Project is Important

Choosing which project to take on is hands down the most important step to set yourself up for success. If the project does not align itself with business needs and goals, it will simply be a waste of time, money, and resources. Every successful organization has clearly defined goals that are communicated from the top down. Any business operation (in particular unique projects) should support these goals.

When choosing which project to pursue, you should evaluate how effectively success will benefit the direction of your company. Every angle should be considered:

-Does the project support my manager's objectives?
-Will the project improve metrics?
-How much time will it take?
-Do I have enough resources?
-Is there a clearly defined goal of the project?
-Will there be support?
-What is the probability of success?

The list could go on and on of course. Each organization has unique factors that will drive your decision. Be sure you make the right one. Once you do, be sure to move forward and don't sit on it.