The document discusses the DMAIC process for process improvement projects. It describes the five steps in DMAIC - Define, Measure, Analyze, Improve, and Control. For each step, it explains the key objectives and tools used. It emphasizes that successful DMAIC projects require passing through tollgates to review progress at the end of each step. The overall approach is to systematically define problems or opportunities, measure the current process, analyze causes of defects or variation, improve the process, and control future process performance.
The document discusses the DMAIC process for process improvement projects. It describes the five steps in DMAIC - Define, Measure, Analyze, Improve, and Control. For each step, it explains the key objectives and tools used. It emphasizes that successful DMAIC projects require passing through tollgates to review progress at the end of each step. The overall approach is to systematically define problems or opportunities, measure the current process, analyze causes of defects or variation, improve the process, and control future process performance.
The document discusses the DMAIC process for process improvement projects. It describes the five steps in DMAIC - Define, Measure, Analyze, Improve, and Control. For each step, it explains the key objectives and tools used. It emphasizes that successful DMAIC projects require passing through tollgates to review progress at the end of each step. The overall approach is to systematically define problems or opportunities, measure the current process, analyze causes of defects or variation, improve the process, and control future process performance.
Chapter 2 Statistical Quality Control, 7th Edition by Douglas C. Montgomery.
1 Copyright (c) 2013 John Wiley & Sons, Inc. Learning Objectives
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Copyright (c) 2013 John Wiley & Sons, Inc. DMAIC • DMAIC is a structure problem-solving technique consisting of the following steps: – Define – Measure – Analyze – Improve – Control • DMAIC is usually associated with six sigma, but it can be used with any business or process improvement effort Chapter 2 Statistical Quality Control, 7th Edition by Douglas C. Montgomery. 3 Copyright (c) 2013 John Wiley & Sons, Inc. Chapter 2 Statistical Quality Control, 7th Edition by Douglas C. Montgomery. 4 Copyright (c) 2013 John Wiley & Sons, Inc. Chapter 2 Statistical Quality Control, 7th Edition by Douglas C. Montgomery. 5 Copyright (c) 2013 John Wiley & Sons, Inc. Projects • Essential part of DMAIC • Breakthrough opportunity • Financial systems integration • Value opportunity of a project must be clear • Project selection • Project management
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Copyright (c) 2013 John Wiley & Sons, Inc. If the improvement goal is 50%, then x = 11 years, and if it’s 75% then x = 5 years. Must focus on projects that have high impact
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Copyright (c) 2013 John Wiley & Sons, Inc. 2.2 The Define Step
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Copyright (c) 2013 John Wiley & Sons, Inc. A process map or value stream map may also be prepared. These should be completed by at least the end of the Measure step.
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Copyright (c) 2013 John Wiley & Sons, Inc. The Define Tollgate
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Copyright (c) 2013 John Wiley & Sons, Inc. 2.3 The Measure Step • Purpose is to evaluate and determine the present process state • Identify key process input variables (KPIV) and key process output variables (KPOV) • Data – from historical records, from sampling, from observational studies • Histograms, box plots, Pareto charts, scatter diagrams, stem-and-leaf diagrams may all be useful • In some businesses, the measurement system must be developed • Measurement systems capability may be important
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Copyright (c) 2013 John Wiley & Sons, Inc. The Measure Tollgate
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Copyright (c) 2013 John Wiley & Sons, Inc. 2.4 The Analyze Step • Determine cause-and-effect relationships • Sources of variability – common cause versus assignable cause • Tools – control charts, hypothesis testing, confidence intervals, regression models, failure modes and effects analysis • Discrete event simulation
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Copyright (c) 2013 John Wiley & Sons, Inc. The Analyze Tollgate
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Copyright (c) 2013 John Wiley & Sons, Inc. 2.5 The Improve Step • Process redesign to reduce bottlenecks • Mistake-proofing • Statistical tools – particularly designed experiments • DOX can be applied to either the physical process or a computer model of the process • Pilot test the solution to confirm that it will solve the problem Chapter 2 Statistical Quality Control, 7th Edition by Douglas C. Montgomery. 15 Copyright (c) 2013 John Wiley & Sons, Inc. The Improve Tollgate
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Copyright (c) 2013 John Wiley & Sons, Inc. 2.6 The Control Step • Complete all remaining work on project • Provide the process owner with a process control plan • Training documents (if appropriate) should be provided • Methods and metrics for future audits • Transition plan to the new process might include a validation step Chapter 2 Statistical Quality Control, 7th Edition by Douglas C. Montgomery. 17 Copyright (c) 2013 John Wiley & Sons, Inc. The Control Tollgate
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Copyright (c) 2013 John Wiley & Sons, Inc. Chapter Case Studies • Litigation documents • Improving on-time delivery • Improving service quality in a bank
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Copyright (c) 2013 John Wiley & Sons, Inc. Important Terms and Concepts
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Copyright (c) 2013 John Wiley & Sons, Inc. Learning Objectives
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