Understanding the basics of a viable Six Sigma practice begins with understanding DMAIC. Six Sigma DMAIC (Define, Measure, Analyze, Improve, Control) methodology can be thought of as a roadmap for problem solving and improvement. Organizations begin implementing Six Sigma by applying the DMAIC methodology, then subsequently adding DFSS (Design for Six Sigma) methodologies when the organizational culture and experience allows.

It can be considered the classic Six Sigma problem-solving process. This methodical approach can be applied to a problem with an existing, steady-state process or product and/or service offering. Variation is considered the enemy. Variations from customer specifications in either a product or process is the primary problem, but can take on many forms.

DMAIC resolves issues of defects or failures, deviation from a target, excess cost or time, and deterioration. Six Sigma reduces variation within and across the value-adding steps in a process. It also identifies key requirements, deliverables, tasks, and standard tools for a project team to utilize when tackling a problem.

What Does DMAIC Mean?

Define – Define the project goals and deliverables.

Measure – Measure the process to quantify the problem.

Analyze – Analyze to determine the root cause of the defects.

Improve – Improve by eliminating the defects.

Control – Control the future performance of the process.

The Tools That Drive DMAIC

Understanding DMAIC is just the beginning. Applying and mastering the concept involves the use of proper tools.

Define – Project Charter, Process Flowchart, SIPOC Diagram, Stakeholder Analysis, CTQ Definition and Voice of the Customer Gathering.

Measure – Process Flowchart, Data Collection Plan, Benchmarking, Measurement System Analysis/Gage R&R, Voice of the Customer Gathering and Process Sigma Calculation.

Analyze – Histogram, Pareto Chart, Time Series, Scatter Plot, Regression Analysis, Fishbone Diagram, 5 Whys, Process Map, Statistical Analysis, Hypotheses Testing and Non-Normal Data Analysis.

Improve – Brainstorming, Mistake Proofing, Design of Experiments, Pugh Matrix, QFD, Failure Modes and Effects Analysis (FMEA) and Simulation Software.

Control – Process Sigma Calculation, Control Charts, Cost Savings Calculations and Control Plan.

DMAIC is a powerful methodology. But the real strength lies in the structure and rigor of the practice.

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Understanding the Value of Capability Analysis

Understanding the true value of the variables in a process can be defined by the capability analysis. The capabilities and value of a process can be determined by comparing the width of the process spread to the width of the specification spread. When a process is capable, the process spread is smaller than the specification spread. When the process is centered and within the specifications, it is more capable of consistently producing product that meets customer expectations. The benefits is that it offers a key measure of performance that is easily translated in a visual representation that is applicable across all industries. Further value of the capability analysis is that it estimates the proportion of product that does not meet specifications. It provides calculations for the percentage of the time your process will fall above the upper specification, or below the lower specification. This can be compared to the yield, to determine how many failures are due to variation (common cause), and how many are due to outliers and mistakes (special cause). It also provides a summary number that explains how capable the process is of staying within the specification limits (known as Cpk and Ppk).

Here is an example:

If we are collecting data on the weight of cereal boxes, and we have to meet specifications between 85 and 92, then you can see below that we will not always meet those specifications. Sometimes the data falls below 85 (about 2.45%), and sometimes the data goes above 92 (about 7.1%). Therefore, this process is not capable. It will fail to meet specifications about 9.55% of the time. We should expect a yield of only 90% unless we reduce variation, shift the average, or work with our customers to define new specification limits.

If the process specifications were 80 and 100, then you can see below that the process would be capable. There is no chance that we will have data outside the specifications. This is performing close to a Six Sigma level (if the nearest specification is at least six standard deviations away).

Bottom line, it summarizes a significant amount of information in one chart.

Finding Value for Customers

Statistically speaking, you are assessing the capability to make this highest quality product by comparing the width of the variation in your process with the width of the specification limits. The capability analysis is crucial to achieve this with your project. By using this tool, you will be able turn your efforts from just meeting established requirements to applying change that reaps true quality improvements that are consistent. Ultimately, you will be able to offer the highest amount of quality and customer satisfaction from your process with the lowest amount of variation.

Capability Analysis is a valuable tool across the Lean Six Sigma practice.  If you would like to learn more about Capability Analysis, consider the following items we offer: Histogram Generator (free), Process Capability (Intro and Advanced) eBook (Shmula Pro members), and Six Sigma training videos (Shmula Pro members). You can also attend a Green Belt or Black Belt training program, or Minitab training class.

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Are you monitoring vital behavior using Statistical Process Control (SPC)? Operating a business is is all about knowing what is going on across all of your platforms. For many who hear that statement, there are objections to the concept. Some feel it is micro-management. Others feel that monitoring that level of detail is just not reasonable, within the numbers of hours available during a work week. Not paying attention to details and trends can lead to some nasty surprises. Quality of product and process can slip, leaving customers disgruntled and unhappy. Using the right tools, with the right practices, businesses can keep a finger on the pulse of their operations.

Statistical Process Control (SPC) Monitors Behavior

The concept of using a control chart to monitoring statistical behaviors was introduced by Walter A. Shewhart while working for Bell Labs in the 1920’s. Shewhart and his staff at Bell Labs understood the importance of reducing variations in the manufacturing process and being able to closely monitor statistical behavior. Today, the process of Statistical Process Control (SPC) control charting allows a business to record data, then monitor the statistical behavior to see if trends or shifts are starting to occur. It creates an understanding of what an unusual event is (spikes of data either high or low) as compared to what typical process performance looks like (common cause or natural variation). This gives the Lean Six Sigma professional the opportunity to analyze and understand unusual behaviors, determine the cause of those outliers, and understand their importance. The statistical behaviors then become more clear and give Lean Six Sigma professionals the ability to more accurately control what is really important to the business.

Controlling Success

Leading up to and during the intense manufacturing period of WWII, control charts were a crucial part of our manufacturing success. Afterwards, the use of the tools slipped in the US, but took on another life in post-war Japan. In recent years, the use of SPC has significantly grown with the growth of quality and continuous improvement initiatives, especially with the broad acceptance of Lean Six Sigma practices. The use of these control methods have been greatly enhanced by digital software statistical and data collection systems.

For the Lean Six Sigma professional, the SPC is a crucial tool in their everyday practice.

If you would like some free SPC Excel templates to download, the following charts are available:

• Variable Data
  • Individuals and Moving Range (X and MR or I and MR)
  • Average and Range or Average and Standard Deviation (X-bar and R or X-bar and S)
  • Estimated Weighted Moving Average (EWMA)
  • Cumulative Sum (CUSUM)
• Attribute Data
  • Proportions (P and NP)
  • Defect Count (C and U)

What success have you experienced with SPC charts?

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Untangling the twists and turns of workflow in a process can be frustrating. Have you ever tried to visualize the flow of a process, from start to finish? In most organizations, it can be convoluted and complex. The goal, of course, of any workflow, it to try and use the most direct flow from point A to point B. That is what exists in an ideal world! The fact remains in organizations, there are silos and protected turf. Everyone wants to ‘touch’ the product or process in the flow. The question then becomes whether those ‘touches’ are valid and provide value to the end result. Simplification of the flow and allowing ‘touches’ from various departments only when necessary to the success of the end result should be required.

Clarity With a Spaghetti Diagram

A Spaghetti Diagram will provide an overhead view or visualization of all the stops or ‘touches’ the product or process encounters before the delivery of the end result. When you can see it, touch it and feel it, you can then start to untangle the mess involved in workflow.  As you trace along the workflow line, you can quickly begin to understand and analyze the value of each ‘touch’ along that flow. Does that ‘touch’ bring bring value to the end product or product? Each touch along the way can then be broken down and evaluated for the value it brings to the process or product. Once a proper and thorough evaluation of those ‘touches’ have been undertaken, you can then eliminate the unnecessary stops or create additional ‘touches’ that are required to add value or quality.

Simplifying For Quality

When applied properly, the Spaghetti Diagram can provide clarity and understanding of the complexities of workflow. Simplicity is the key to success. You can now comfortably eliminate redundancies and unnecessary touches to the flow, which drain quality and increases costs. The tool is valuable in helping break down silos in an organization for better efficiencies. You may not go directly from point A to point B, but your journey along the flow will become much more efficient and cost effective, ultimately delivering a higher quality product or process for the customer.

If you’d like to learn more about Spaghetti Diagrams, check out our podcast episode called “Unappetizing Spaghetti Diagrams“

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Brainstorming combines a relaxed, informal approach to problem solving with lateral thinking. It encourages people to come up with thoughts and ideas that can, at first, seem a bit crazy. Some of these ideas can be crafted into original, creative solutions to a problem, while others can spark even more ideas. This helps to get people unstuck by “jolting” them out of their normal ways of thinking. This tool can be an extremely powerful and effective tool in the Six Sigma toolbox. It allows things to be stirred up and the layers of complex issues peeled back to expose the truths!

4 Keys to Effective Brainstorming

The ideal situation when things just click is exactly the place brainstorming gets you to. It allows ideas and situations to come together and create the perfect storm for creativity. Some industries are much better at the practice than others. Businesses that are more of a creative environment tend to understand and use the concept more comfortably. Businesses who are more technical ‘rules followers’ are less likely to be comfortable with a brainstorm session. The fact is, using a brainstorm session can be equally successful in any business environment, regardless of the creative structure. To take advantage of this powerful tool, you simply need to set some basic ground rules. The importance of these rules are more focused on respect for others vs. following secured rules. Here are the four basic rules to establish a proper brainstorm:

1. No Such Thing As A Dumb Idea – All cards are on the table. The group must be able to feel comfortable that their ideas are plausible. Open yourself up to the possibilities.
2. No Criticism – It’s not a debate about the technical merits. It is about what is possible!
3. Build on Other’s Ideas – When an idea is put on the table, open your mind and imagine how to build on that. Avoid the technical and see how you can layer a path for improvement.
4. Avoid Quality vs. Quantity – This presents a challenge for a more structured business. The tool isn’t about the technical aspects, but about the idea. Go for the quantity every time to be successful. The more ideas that are on the table, the more you will be open to possibilities.

The brainstorm tool keeps the wheels of collaboration turning. It can unfreeze the curiosity of many and encourage their ideas to flow. Keep the rules of the tool to basic respect and you will find a goldmine that will flow into your business! There is no such thing as a bad idea.

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Can You Predict the Possibilities?

Understanding the power and potential of the FMEA tool is crucial. Wouldn’t it be great to be able to predict the future? If you follow a path, under a given set of circumstances,you should be able to predict the outcomes of that adventure. Almost feels like watching the weather segment of the 6 o’clock news. You see a trained professional telling you what the temperatures will be, the cloud cover and whether or not you need an umbrella. All of that prediction is given to you over a 5 or 7 day period. Business professionals tend to predict outcomes in the same manner. They look at superficial data and then, based on their gut instinct and a touch of optimism, they predict the outcomes of their process. In both scenarios, we usually end up getting caught in the rain — when everything said, we would be basking in the sunshine of success.

Seeing Success With The FMEA Tool

The FMEA Tool (Failure, Modes, Effects, Analysis) is a powerful tool available to a Lean Six Sigma practitioner. The tool is extensively used where a safety critical environment exists, such as the aerospace or automotive industry. The tool allows a team the ability to design quality and safety into processes or products on the front end of the environment, eliminating potential problems before they occur. There are three key questions the FMEA tool is built around:

1. Severity: What are the consequences of failure?
2. Occurrence: What is the likelihood of failure?
3. Detection: How likely is it that the failure can be detected before reaching the customer or causing a safety issue?

Answering these questions and the using the tool to project the possibilities will empower a business to make better decisions about a process or a product.

This is done through a ranking system, where each question is ranked from 1-10, with 1 being the least risky, and 10 being the most risky.

• Severity: 1 = no impact to customer, 10 = hazardous effect on customer
• Occurrence: 1 = never happens, 10 = happens over 50% of the time
• Detection: 1 = Failure catch every time, 10 = failure never caught

Each ranking is multiplied across the 3 questions, to come up with a Risk Priority Number (RPN). For example, a failure might get a Severity ranking of 5, an Occurrence ranking of 3 and a Detection ranking of 6, for a total RPN of 90 (5 x 3 x 6). You can learn more about FMEA, and watch a summary video in our Six Sigma DMAIC Training Curriculum.

Enjoying the Benefits

Wouldn’t it be amazing to have a process or product that you have complete confidence in every aspect of, inception to final delivery? If you look at aerospace, they cannot afford to have errors or issues. One problem, no matter how small, can create catastrophic results for the customer or the employees. The product must be perfect in every way, during every step of the process to the final product. Your business can expect that same level of predictive accuracy when you apply the FMEA appropriately.

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Understanding the Path

Trend charts are a crucial Six Sigma tool. Making decisions based on small samples of data can present an inaccurate representation of facts. Small data samples typically fail to present the true situation based on varied factors. The best decision making practices look at the past, present and future, in depth. Leaders make better quality decisions when they understand varied factors and true performance.

A Proven Track Record Using Trend Charts

Trend charts provide a clear indication of where you have been, where you are at and where you are going. They capture detailed and specific data, over specific time periods. These charts are not simple short bursts or snapshots of data. The value of a trend chart comes with time. The graphical representation of time series data (information in sequence over time) shows the trend line or curve that reveals a general pattern of change.  A good trend chart has the following characteristics:

• Title: Accurately describes the subject of the chart.
• Labels: Clearly identifies information on the vertical Y-axis and horizontal X-axis to describe the measurement and the time period.
• Legend:  Differentiates the plotted lines.
• Appropriate Scales:  Narrow enough to show variation.
• Limited Characteristics: Helps avoid confusion from too many lines.
• Time Frame: Appropriate and encompassing.
• Notations: Made on any major spikes.
• Targets or Goals: Noted on the chart for reference.
• Who Prepared the Chart:  In case there are questions about the chart or the data.

Analyzing performance data over time, allows for a variety of situational factors. All processes vary, so single point measurements can be misleading. Displaying data over time increases understanding of the real performance of a process, particularly with regard to an established target or goal.

Sound Decisions

Leaders make better decisions based upon factual clarity. Trend charts bring that clarity to the decision making process. History is a great teacher and we learn a great deal from these representations. Past performance over time gives us a better understanding of the facts under varied conditions. This data then allows us to project and forecast with a much higher level of accuracy as to the future performance of any given situation.

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Prepare for Take Off

Control plans. They are crucial to the success of any operation or business venture. The more technical or complex the situation, the more crucial a control plan is to achieve the desired results. The perfect example of control plans exist in the aviation industry. From the gate to flight operations and back to the gate, pilots and aircraft operate in a state of absolute control. The control excised ensure a successful and desire outcome for the airline and the passenger. Pilots take charge of the aircraft prior to the flight and accept a flight plan or script for the flight, which covers every aspect of the operation. Departure time, taxi plan, take off runway, speeds, altitudes, routes to the destination, arrival runway and arrival gate are all outlined. This level of control assures a methodical and controlled operation from beginning to end. The pilots responsibility to execute the plan with precision to achieve the desired outcomes. Along the way, there will be variables and unpredictable variations. The pilot is then responsible to meet those variances safely and then bring the operation back into harmony with the plan to achieve the desired outcome.

Flying High With a Control Plan

A Six Sigma control plan is no different than a flight plan for the airlines. It is a written summary of the process that lays out in detail the steps to be taken to maintain a process or a device operating at the current level of performance. During the flight, a Six Sigma professional is just like a pilot, they engage tools that ensure performance that is in harmony with a control plan. Just like the pilot, a Six Sigma professionals performance can be monitored, checked and verified at any point in the plan to ensure the plan is in effect. A few sample elements of a control plan could include chart type, champion, location, and measurement methods.

When variances and unexpected deviations occur, the Six Sigma professional can manipulate and execute the use of tools to bring the operation back into harmony with the plan. The entire process is clearly defined, transparent and logical from beginning to end.

Cleared to Land

When properly prepared and executed, a control plan brings clarity and understanding to any operation. It demands attention and requires professionals to execute their practice in a precious manner, while properly handling unexpected deviation. The operation will truly achieve the desired results when it is given proper attention and control. When the flight arrives at the gate and the engines shut down, a Six Sigma professional will have achieved the best recognition possible … Mission Accomplished!

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Setting the Stage

Getting the best results from a group can be tricky. Preconceived notions and beliefs coupled with departmental silos create a stalemate for creativity. The purpose of an affinity diagram is to organize a large number of ideas into their natural relationships. This method taps a team’s creativity and intuition. Created in the 1960s by Japanese anthropologist Jiro Kawakita, it can be used very effectively to organize the ideas extracted from a brainstorming exercise where people from diverse and unrelated departments come together to solve a complex problem. To ensure the best results, you must create an atmosphere of trust and safety, where opinions are free to flow without any constraints.

Innovation from an Affinity Diagram

To achieve the best results,  the affinitizing process is best performed by bringing all the team members or stakeholders involved into a room and allowing them to post sticky notes with single ideas on a board or flipchart. There is no attempt to organize the ideas at this point, until all ideas are up on the board and are visible to all. It is very important that no one talk during this step. Not being allowed to talk discourages arguments and justifications. The idea is to go for the gut feeling rather than rational pontification, and speed rather than deliberation is the order of the day. Look for ideas that seem to be related in some way. Place them side by side. Repeat until all notes are grouped. It’s okay to have loners that don’t seem to fit a group. It’s all right to move a note someone else has already moved. If a note seems to belong in two groups, make a second note. Once you have completed this process, you can now talk. Allow the participants to discuss the shape of the chart, any surprising patterns, and especially reasons for moving controversial notes. A few more changes may be made. When ideas are grouped, select a heading for each group. Look for a note in each grouping that captures the meaning of the group. Place it at the top of the group. If there is no such note, write one. Often it is useful to write or highlight this note in a different color.

Focus Leads to Success

The goal of the Affinity Diagram group is to meld the perspectives, opinions, and insights of a group of people who are knowledgeable about the issues. The process works best when there are no more than five or six participants. The most valuable results from an Affinity diagram is that it forces the team members to move beyond preconceived notions and patterns of thinking towards more intuitive and unconventional solutions.

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What Is The Role of the Project Charter?

Defining a proper project charter is crucial. There are many tools available to a Six Sigma practitioner to ensure their work process is done within established standards and to expectation of the practice. We uses qualitative and quantitative techniques to drive process improvement. When we are defining a problem, improvement opportunity, or requirements, one of the first considerations is a properly defined charter for the project.

Building a Solid Project Charter

The purpose of a project charter is to define the focus, scope, direction, and motivation for a team. It is a crucial step that cannot be ignored. It sets the tempo, character and defines the scope of the project. With that in mind, it can be sculpted or molded during the analyze phase of the project to ensure clarity and definition. Once the analyze phase is complete, the charter should remain fixed. Some of the benefits of a well defined charter is that it builds the vision and case for change, provides a clear target for the team and clearly aligns the focus of team members.

Implementing Your Project Charter

A strong charter will also prioritize the project with the overall work flow and helps maintain a solid reference to keep the project on track. There are 7 steps to creating a solid charter for your project. By no means does this limit creativity — these steps will help clearly define it:

1. Define the business case to ensure clarity.
2. Quantify the problem and its impact.
3. Define the boundaries and scope of the project.
4. Understand the tangibles of the improvements.
5. Identify all available resources.
6. Specify the deliverables and milestones.
7. Allow team input before publication.

A properly developed and well thought out project charter is the key to a successful Six Sigma project. It will allow the team to launch a project without loss of focus or clarity. The project will be well defined, understood and defendable during the entire duration of the project. Remaining focused and loyal to a well thought out project charter brings credible results to your project and your program.

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What Can We See from 30,000 Feet?

If you have flown on a journey of any reasonable length, no doubt your aircraft has climbed to a flight level of 30,000 feet or higher. This is a space where aircraft operate at their highest efficiency. Putting aside an aerodynamics discussion, from the cabin the view can be quiet spectacular. As the scenic landmarks pass away below, passengers are typically mesmerized by the view they are taking in. It’s all encompassing. However, one of the more important views offered at that altitude is mostly seen by the pilots, and it is for the safe operation of the aircraft. That view is of thunderstorms. Besides using advanced radar equipment, the pilots get a long range and accurate view of storms in their flight path. This view allows the pilots to make decisions and adjustments to the route of the aircraft to ensure a safe flight.

Predictive Measurements from 30,000 Feet

The benefits of a view from 30,000 feet in Six Sigma is crucial. The chart provides a means to create a predictive measurement statement, which quantifies what internal or external customers of a process are experiencing over time. Much like the view from an aircraft at 30,000 feet, it allows for timely process adjustments to be made in a timely manner. The metrics will allow flexible response to the natural peaks and valleys of a process. The results of the adjustments can also been seen and interpreted and provide further input to their effectiveness. The 30,000-foot-level chart tracks the impact that this and other process inputs have on the response output.

The Benefits of a View from 30,000 Feet

The view from a cockpit at 30,000 feet is a significant advantage to the pilots as they streak across continents and bodies of water. It allows them ample time to respond and adjust to situations that could present a danger to their flight operations. The 30,000 foot level report with predictive measurements offers the same advantages to a business. It creates a situational advantage for the business to respond to changes in their processes and see how those changes impact the outcomes.

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We are going to take a look at DMADV as it applies to the practice of Six Sigma.

DMADV is an acronym that describes a 5-step process tool used in Six Sigma. It is applied when a client or customer requires product improvement, adjustment or more commonly, when an entirely new product or service is required. The process is aimed at creating a high quality product, while keeping customer demands at the forefront of thought. It is crucial to understand that the DMADV process is used strictly for a product or process that is not in existence with the organization, but the need for it has been identified. The five steps of the process are as follows:

Define Phase
Project leaders identify wants and needs believed to be most important to customers. Wants and needs are identified through historical data, customer feedback and other sources of information.

Measure Phase
The second part of the process is to use the defined metric to collect data and record specifications in a way that can be utilized to help drive the rest of the process.

Analyze Phase
The result of the manufacturing process that is tested by teams to create a baseline for improvement.

Design Phase
The results of internal tests are compared with customer wants and needs. Any required adjustments are made at this time.

Verify Phase
The last stage of the process is ongoing. While the product or service is being introduced and customer reviews are coming in, adjustments in process may be made.

The application of DMADV methodologies are rolled out over the course of months or years, depending on a variety of factors. The end result is a product or service that is completely aligned with customer expectations, wants and needs.

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Define: Define the problem by understand the details and complexities. The description should include the challenges to the customer/business. The customer(s) project goals and timeframe for completion should be included.
Measure: Map out the current process and gather all related data. Identify the data that is available and a plan to gather it. Gather the data and summarize it, telling the story using graphic tools.
Analyze: Thoroughly investigate and identify all elements of what causes the problem. The analysis must be both statistical and qualitative, which will lead to the formulation and hypothesis testing about the root cause of the problem.
Improve: Implement a solution that will provide verifiable solutions to the problem. Directly address the root cause with an improvement. Brainstorm potential solutions and test if the solutions resolve the problem.
Control: Maintain the implemented changes and maintain the course. When the solution selected has resolved the problem, the improvements must be hardwired into the operations and culture of the organization. The project team must continue to monitor and measure the implementation and achievements to verify there results reported.

Some overall requirements define this approach. They come from the customer and/or the business, depending the problem scenario. These requirements are translated into what is critical-to-quality (CTQ), which defines what criteria to evaluate what the good looks like. It is critical that the project team must meet the requirements of each phase of DMAIC before declaring completion and closing it out.

The DMAIC method was structured to answer the following questions:

What does the customer define as the problem? Is the problem chronic or a one-time occurrence?
What characterizes the problem and how has it changed with time?
What are the root causes and what improvements correct them?
What controls should be implemented to sustain the improvement?

The process is this simple, as long as the DMAIC is followed. By following the process with focus and intent, you will be able to identify the cause(s) of the problem, implement a resolution based on fact and finally see resolution to the problem being addressed. Contrary to some of the information about Lean Six Sigma, the practice is simple and easily understood. Since the practice is based upon clear principles, it can be implemented in any organization, across any industry and in businesses from small to large. Like with any other process or practice, leadership in the organization must be committed to a climate of perpetual innovation. The entire must understand the level of commitment and the focus on creating an indelible cultural change.

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