Quality Progress - January 2016 - (Page 36)

BACK TO BASICS Best of NOVEM B 2012 ER BY CARL F. BERARDINELLI To DMAIC or Not to DMAIC? Identify when you need a structured method for problem solving DEFINE, MEASURE, analyze, improve capability. Project financials are updated, in about a week. Prep work is completed and control (DMAIC) is a structured prob- verified and reported. Control plans are by the quality or process improvement lem-solving method. Each phase builds on established with reaction plans, ownership expert, and is centered on the define and the previous one, with the goal of imple- and control is transitioned to the process measure phases. The rest of the phases menting long-term solutions to problems. owner, and lessons are documented. The are done by a team of individuals who Sometimes, project leaders or sponsors team documents opportunities to spread the have been pulled from their regular duties don't feel a formal approach is necessary, outcomes to other areas in the organization. for the duration of the kaizen event. When to use DMAIC during the event, and full-scale implemen- The tools used in the define phase lay When improving a current process, if the tation is completed after the event. It is cru- the foundation for the project. The team problem is complex or the risks are high, cial the impact of these changes-whether accurately and succinctly defines the prob- DMAIC should be the go-to method. Its dis- they are wanted or not-are monitored. lem, identifies customers and their require- cipline discourages a team from skipping The advantage of this approach is the abil- ments, and determines skills and areas that crucial steps and increases the chances ity to make rapid change. need representation on the project team. of a successful project, making DMAIC a Individuals who must be part of the core process most projects should follow. In most cases, the changes are piloted but most problem-solving efforts benefit from a disciplined method. team or be ad-hoc members are identified, If the risks are low and there is an obvi- Customer-focused approach DMAIC is not an implementation method and project measures, financials and a ous solution, some of the DMAIC steps for best practices; it is a method to dis- communication plan are established. could be skipped, but only if: cover best practices. When developing a 1. Trustworthy data show this is the best new process from scratch, the design for The measure phase is when the true process is identified and documented. Process steps, and corresponding inputs and out- solution for your problem. 2. Possible unintended outcomes have puts are identified. Measurement systems been identified and mitigation plans are identified or developed, and validated have been developed. and improved as required. Baseline performance is established with trustworthy data. In the analyze phase, the critical inputs are identified. Inputs that have a strong relationship with the outputs and root 3. There is buy-in from the process owner. If the obvious solution can't be proven Six Sigma (DFSS) approach should be followed. DFSS builds on traditional DMAIC tools. DMAIC is a data-driven, customerfocused, structured problem-solving framework. It builds on learning from previous with trustworthy data, a DMAIC project phases to arrive at permanent solutions for should be launched. difficult problems. Define will tell the team There are two approaches to implement- what to measure. Measure will tell the team causes are determined. These critical ing DMAIC. The first is the team approach what to analyze. Analyze will tell the team inputs are the drivers of performance. in which individuals who are skilled in what to improve. And improve will tell the the tools and method, such as quality or team what to control. QP In the improve phase, potential solutions are identified and evaluated, and the process improvement experts, lead a team. process is optimized. The critical inputs The team members work on the project that must be controlled to maintain perfor- part-time while caring for their everyday mance that reliably satisfies the customer responsibilities. The quality or process are determined. Process capability and improvement expert might be assigned to project financials are estimated. several projects. These are long-duration The control phase establishes mistakeproof, long-term measurement and reac- projects taking months to complete. The second tactic involves the kaizen tion plans. The team develops standard op- event method, an intense progression erating procedures and establishes process through the DMAIC process typically done 36 QP * www.qualityprogress.com BIBLIOGRAPHY Joseph M. Juran and Frank M. Gryna, Quality Planning and Analysis, McGraw Hill, 1993. Michael L. George, David Rowlands, Mark Price and John Maxey, Lean Six Sigma Pocket Toolbook, McGraw Hill, 2003. CARL F. BERARDINELLI is a senior principal health systems engineering analyst at the Mayo Clinic in Rochester, MN. He has a bachelor's degree in electronics technology from Indiana State University in Terre Haute. He is a member of ASQ. http://www.qualityprogress.com

Table of Contents for the Digital Edition of Quality Progress - January 2016

According to Plan
Solid Proof
Use Your Head
Stakeholder Management 101
Customer Delight
All About Data
Eight Simple Steps
Minimizing Chaos
Take Note
Pyramid Scheme
Assessing Failure
Which Six Sigma Metric Should I Use?
Turning ‘Who’ Into ‘How’
In the Beginning
Outputs and Outcomes
That’s So Random—Or Is It?
Understanding Variation
Improving a System
Putting It All on the Table
Know the Drill
It’s Fun To Work With an F-M-E-A
Solve Problems With Open Communication
Tell Me About It
Separate the Vital Few From the Trivial Many
To DMAIC or Not to DMAIC?
Breaking It Down
Smart Charting
1 + 1 = Zero Defects
QFD Explained
Curve Your Enthusiasm
Make a Choice
What Is a Fault Tree Analysis?
Successful Relationship Diagrams
The Benefits of PDCA
Creative Combination
Return on Investment
The Art of Root Cause Analysis
Why Ask Why?
Get to the Root of It
Checks and Balances
Calculated Risk
Sufficient Evidence
Sample Wise
Clearing SPC Hurdles
Supplier Selection and Maintenance
Team Advantage
Building a Quality Team
Plan Experiments to Prevent Problems
Substantiation Test
Training Day

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