D M A I C

DMAIC
Step 1
Define a Project
 DMAIC Steps
Establish CTQ Characteristics
D
Step 0
Step 1 Define a Project

Step 2 Establish Performance Parameters

Step 3 Validate Measurement System for ‘Y’ M
Step 4 Establish Process Baseline
Step 5
Step 6
Define Performance Goals
Identify Variation Sources
A
Step 7 Explore Potential Causes
Step 8
Step 9
Establish Variable Relationship
Design Operating Limits
I
Step 10 Validate Measurement System for ‘X’
Step 11
Step 12
Verify Process Improvement
Institutionalize New Capability
C
 Deliverables of Step 1
Step Step Owner

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

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

 SIPOC
Tool
P
Process

S I O C

SIPOC
1 2 5

Suppliers Inputs Outputs Customers

4

Process Boundary
SIPOC – First 90 days of
customer
Process Mapping Nomenclature

Process Decision Data

Pre-defined Document Terminator

Process

Manual Manual
Delay
Operation Input
 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
Tool
• Write inside the box what you think project
covers Example for an ‘On time Bill Despatch’ project
• Write outside the box what you think

Inside-Outside
project
Longitudinal excludes
Starts after receipt of CDR customer wise Any transit delays
for the given time frame
Bill damages
Ends at the despatch from IDEA office
Lateral Non-availability of customer

Despatches from Maharastra Circle

All despatches during shift A
Despatch through Courier X Out of scope

Project boundary
 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
Tool
• Sl.
Fill No.
this table
Name with
of your BB forProject
Functio the roles of
each team themember
team nal Respons
member Role ibilities

Team Charter
1
2
3
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 Form
Tool

Project Agreement Form

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
Poor Example:

Our customers are angry with us and thus delay paying their bills.

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.

When
Consequence
What Magnitude
 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
 Create This Matrix with Your
Team
Tool
Loss Gain

What are the What are the

short-term threats Immediate gains
Short Term if we don’t do if we are successful

Loss-Gain Matrix
the project? in the project?

What are the

What are the
Long Term long-term threats
long-term gains?
you can foresee?
 Prepare an Elevator Speech
with your Team
Tool
• Prepare a speech
• Short-list key words
• Create the vision statement

Elevator Speech
1. Imagine you want to sell your Six Sigma project to your
• Communicate to organization
CEO in a chance meeting in an empty elevator with 90
seconds to ride.

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 Tollgate - DEFINE

• Teaming done for project team

• Loss-Gain Matrix

• Elevator Speech
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