Digital Six Sigma DMAIC Improvement Process

Objective Main Activities Potential Tools and Techniques Key Deliverables

1.0  Validate/develop Team Charter Team Charter  Team Charter
Define Validate or refine the business  Project Plan
 Map process Business Case Opportunity Statement
opportunity and charter, illustrate  Process maps
Opportunities their business processes, define  Identify Quick Wins/Non Value Added Goal StatementProject Scope

 Translate VOC/VOB to CTQs/CTPs Gap Project Plan Team Selection

 Quick Win Opportunities
customer requirements, and  CCRs - CTQs CTPs
 Build the team Action Plan
Project Focus
prepare themselves to be an
EXECUTE

Sigma Goal (CCR) TASKS ACTIVITIES RESP. START DUESTATUS &ACTIONS $$

effective project team TASKS ACTIVITIES RESP. START DUESTATUS &ACTIONS

CCRs

Identify critical measures that are  Identify input, process, and output UCL  Input, process, and
Input Process Output CCR
2.0 output indicators
Sigma=
necessary to evaluate the success indicators
 Develop Measurement Plan & operational Checksheets  Operational definitions
of meeting critical customer Input
Measure requirements, develop a definitions Indicator
A
A
A
B
B
B
X
 Measurement Plan
A1
Performance Measurement Plan to effectively  Measurement Systems Analysis A1
A1
D1  Cause & effect Diagram
D1 LCL
collect data, and establish  Evaluate baseline performance Process
D1
D2
D2 CCR
Sigma=
 Baseline performance
D2
baseline performance  Process Control & Capability Indicator Process A2
A2
EXECUTE

Indicator A2 X

Output Indicator

Gap

Identify and validate the root causes
of poor performance. Determine
3.0 sources of variation and potential
Analyze failure modes that lead to customer
 Identify potential root causes  Results of data analysis
 Validate root causes Quantified Root Causes
 Validated root causes
 Use statistical tools  Potential solutions
 Comparative Methods Indicators &
50%

dissatisfaction Y=f(Xs)  SOV studies Problem

Opportunity  FMEA
Problem
Statement Statement

 Regression analysis
25%
(effect)
EXECUTE

 Control charts
Process/Product: FMEA Date: (original)
FMEA T eam: (Revised)
Black Belt: Page: of

Process Actions Results

Risk Priori ty

Risk Priorit y
Occurrence

Occurrence
Item Potential P otential P otential Current Recom- Responsibility Action

Detection
Detect ion
Severi ty
Process Failure Effects of Cause(s) Controls mended and Target Taken

Severity
Steps Mode Failure of Failure Action Completion
Date

Total Risk Priority Resulting Risk Priority

Cost Benefit
 Solutions to implement
Surface Plot of Y11

Identify, evaluate, and select the  Design of Experiments (screening/RSM) Costs

Energy-saver light bulbs
 Implementation Plan
100

4.0 right improvement solution(s). To  Generate solutions Y11

50 $9,000
Installation by employee
500
1.5

 Improvement impacts
1.0
0 0.5
X2

 Evaluate and select solution(s) including

0.0
-1.5 -0.5

Gantt Chart (Pilot)

develop a change management
Cost of lost production
-1.0 -0.5 -1.0
0.0 -1.5
X1 0.5 1.0 1.5

1,500

Improve Total cost What When Who

approach to assist the organization benefits

Solution Sigma
Impact
Time
Impact
Cost-
Benefit
Impact
Other
Impacts
Total Rank $11,000
Task Jan Feb Mar Apr May Responsibility and benefits
Performance in adapting to the changes  Communicate solution(s) to stakeholders
2 1 1 1 Benefits - Year 1
Reduce electric bill by 8%
$5,000
A

B
Jim

Sue
Warranty for 5 years
introduced through solution  Prepare Implementation Plan 1,800
Total benefits
$6,800
C Lynn

Forcefield Analysis D Bill/Jim

implementation
EXECUTE

Forces Working for Forces Working

Idea against Idea

Error Modes and Effects Analysis

Implement the solution(s), develop a  Implement solution Error Mode Effect Analysis
(EMEA)
Description:
Error Modes and Effects Analysis

Degree of Effect
Process Control
Implemented Solution  Process control plan to
 Verify results of solution
Process Occurrence Prevention
Step#

5.0 plan to maintain the gains, identify maintain gains

Error Cause Effect
Step
Frequency

(Countermeasure)
Detection
Severity

Total

Assemble all • Back injury • Carry-all • Back 0 • Purchase two new carry-alls for
System
 Integrate and manage solution(s) in daily  Solution(s) results
outbound during lift not available injuries, mailroom

replication and standardization

+
4.2.1 containers in • Foot and toe • Lifting lost time, 2 • Include topic in new safety film
staging area injury from guidelines insurance 2 4 3 9
dropped not followed expense
cont.

Control
Determine • Non-standard • Vendor • Container 2 • Inspect for non-standard pallets and
correct pallet used pallets kept stack over + return to vendors

opportunities, and provide closure to work processes  Opportunities for

4.2.2 pallet size end of 2
pallet and 4 1 1 6
fall when
being lifted
Position • Full pallets • Pallet set 90° • Back and 2 • Update and clarify pallet placement
empty pallet are rotated off when hand injuries, + procedures

Performance  Identify replication and standardization replication and

90° by hand positioned - • Include topic in new safety film

the team effort.

4.2.3 in marked lost time, 3
area of lift truck insurance 5 4 1 10
loading dock can’t access expense and
rework
Stack • First layer • Stack • Containers • Update and clarify loading guidelines
0
outbound not guidelines fall while +
containers on completed not used being lifted 1

opportunities standardization
4.2.4
pallet not to before 1 1 1 3
exceed two starting
high second layer
Load pallets in • Tie down • Tie down • Injured 0 • Update and clarify loading guidelines
vehicle with lines guidelines fingers, +
lift truck and damage bulk not clear damaged 1

 Closure activities
CCR
4.2.5 secure mail when outbound 1 2 1 4
tightened mail
CCR
EXECUTE

Project Workplan
X
Gap

Sigma Goal (CCR)

Gap