The DMAIC Process DetailThe Define Phase.ppt

《The DMAIC Process DetailThe Define Phase.ppt》由会员分享，可在线阅读，更多相关《The DMAIC Process DetailThe Define Phase.ppt（116页珍藏版）》请在麦多课文档分享上搜索。

1、 Max Zornada (2005),Slide 1,The DMAIC Process Detail The Define Phase, Max Zornada (2005),Slide 2,The Define Stage,The Voice of the Business,The Voice of the Customer,The Voice of the Process,Define,Business Case and Project Team Charter,Define the Customer and the Customer Requirements,Define and m

2、ap the process, Max Zornada (2005),Slide 3,The Define Phase,Identify and confirm the improvement opportunity; Develop a Project Team Charter Build an Effective Team; Define the Customer and Customer Requirement; Define and Map the Process., Max Zornada (2005),Slide 4,DMAIC Process Storyboard,TEAM FO

3、RMATION,DEFINE,MEASURE,ANALYSE,IMPROVE - I : Generate Potential Solutions,CONTROL - Standardise,FUTURE PLANS,Define, Measure, Analyse, Improve, Control,Objective: Identify and implement the measures required to establish baseline performance and quantify the opportunity.,Output: Team Project Charter

4、, Work Plan, Measurable Customer Requirements, Process Map/Process Analysis,Objective: Identify and verify the root cause(s) of the problem.,Output: Root cause(s) identified.,Objective: Determine possible solutions that will address the identified root cause(s) of the problem.,Action Plan,Step 1,Ste

5、p 2,Step 3,Step 4,Step 5,Step 6,Output: Preferred solution or countermeasures,Key Steps:-,Generate potential solutions Assess potential solutions Select preferred solution Test/Pilot preferred solution Develop implementation plan,Objective: Implement the preferred solution. Confirm that the problem

6、and its root cause(s) have been reduced or eliminated.,Output: Confirmation that the best solution to eliminate the problem & its root cause(s) has been implemented.,Key steps:-,Implement preferred solution Verify effectiveness Apply comparative methods if necessary.,Objective: Prevent the problem a

7、nd its root cause from recurring.,Output: Solution embedded and “routinised” in relevant process, procedures and standards.,Key steps:-,Standardise the solution (standards & procedures) Document project Implement scorecard Implement controls,Objectives: Review team effectiveness, plan to address rem

8、aining issues and institutionalise the learning.,Output: Recommendations for future projects and improvements to team processes. Project documentation and learnings “pack”,Potential Solutions,IMPROVE - II: Implement and Check,Objective: Define the Problem/Opportunity, Customers, Customer Requirement

9、s, and Process.,Output: A quantified picture of the current process performance, problem impact. The process sigma rating.,Objective: Select problem/ opportunity theme, select team members,Output: Problem/Opportunity selected, Team members selected.,Develop business case Develop project team charter

10、 Understand Customer Requirements Understand the Process.,Determine what to measure Understand the measures Understand Variation Assess measurement system Assess process performance,Key Steps:-,Key Steps:-,Team charter,Run chart or control chart,Analyse data Analyse process Determine potential root

11、causes Hypothesis Testing Verify root causes,Key Steps:-,Key Steps:-,Review remaining project opportunities Review other applications Review learnings, Max Zornada (2005),Slide 5,Team Formation, Max Zornada (2005),Slide 6,Team A Definition,Common people, working together to attain uncommon results;

12、A team is a small number of people with complementary skills, who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable. Katzenback, Jon R. and Smith, Douglas K. The Wisdom of Teams, 1995, Max Zornada (2005),Slide 7,The Components of T

13、eamwork,Teamwork,Content,Task,Relationship,Process,What we do,How we do it,How to do it,How we feel,Technical inputs required to progress the problem solving process through to a solution. eg. Technical skills; Technical knowledge; Knowledge of the process and of the business; Data and information;

14、Other specific inputs.,The DMIAC process Six Sigma Process Improvement and Problem solving tools and techniques, Statistical techniques.,Facilitating group processes; Making the team fun to be a part of; Recognising/appreciating contributions, Max Zornada (2005),Slide 8,Characteristics of an Effecti

15、ve Team,The atmosphere tends to be informal, comfortable, relaxed. There are no obvious tensions; There is a lot of discussion in which virtually everyone participates, but it remains pertinent to the task of the group; The task or objective of the group is well understood and accepted by the member

16、s; The members listen to each other; There is disagreement; Most decisions are reached by a kind of consensus, in which it is clear that everybody is in general agreement and willing to go along; Criticism is frequent, frank and relatively comfortable; People are free in expressing their feelings as

17、 well as their ideas, both on the problem and on the groups operation; When action is taken, clear assignments are made and accepted; The team leader does not dominate it, nor does the team defer unduly to him/her; The team is self-conscious about its own operations., Max Zornada (2005),Slide 9,Stag

18、es of Team Development,Forming,Storming,Norming,Performing,Adjourning,Performance,Time, Max Zornada (2005),Slide 10,Stages of Team Development,Forming,Storming,Norming,Performing,Adjourning,Clarify the mission/ purpose of the team; Establish specific objectives and tasks; Identify roles and responsi

19、bilities of team members.,Get acquainted with one another; Establish a set of ground rules; Recognising that people are checking each other out.,Reestablish roles Clarify & understand the teams purpose,Actively listen to all options; Respond to feelings that emerge or are hidden; Create focus to dir

20、ect team efforts.,Develop decision making process; Be prepared to offer ideas Utilise all resources to support team effort.,Support the teams decisions in and outside the team; Give and receive feedback comfortably; Respect individual differences.,Actively contribute ideas; Achieve desired objective

21、s; Establish milestones for success.,Feel a sense of satisfaction; Develop personal Find ways to sustain momentum and enthusiasm.,Evaluate efforts; Tie up loose ends, discuss future plans; Recognise and reward team efforts.,Express thanks and appreciation; Discuss feelings, many may feel sad, depres

22、sed; Create a sense of closure, reduce dependency on team,Task,Relationship,Job done!,Cooperating and getting involved,We do not agree,Who are we? Getting to know each other?,This is as good as it gets!, Max Zornada (2005),Slide 11,Launching the Team,Form the team; Establish ground rules; Develop a

23、team mission/purpose; Develop a shared team vision; Develop specific team goals, objectives and performance targets.,From Katzenback, Jon R. and Smith, Douglas K. The Wisdom of Teams, 1995,Team/ Project Charter, Max Zornada (2005),Slide 12,Skills and Knowledge Required by the Team,Six Sigma Process

24、Improvement/ Problem Solving Skills,Technical job skills and knowledge of the business.,Group process facilitation and interpersonal skills,Team Leadership Skills, Max Zornada (2005),Slide 13,Successful Team Functioning,Clarity in team goals; A plan to work to; Clearly defined roles; Clear communica

25、tion; Beneficial team behaviours; Well-defined decision procedures; Balanced participation; Established group rules; Awareness of the group process; Use of the scientific approach (in Six Sigma DMAIC).,From Peter Scholtes: The Team Handbook.,In Six Sigma, provided by the project/ team charter, Max Z

26、ornada (2005),Slide 14,Where teams and team based efforts have failed, they typically:,Lacked management support and resources; Lacked the training or the disciplines to apply “team basics“ to their work i.e. no formal process like PDCA or DMAIC; Worked on projects that were considered unimportant a

27、nd not connected to core business; Were not considered or integrated into long-term organisational plans; Were led by leaders that lacked leadership “know how“ and/or had minimal training as team leaders. Adapted from Katzenback, Jon R. and Smith, Douglas K. The Wisdom of Teams, 1995, Max Zornada (2

28、005),Slide 15,Problem/Opportunity Selection, Max Zornada (2005),Slide 16,Six Sigma Project Selection Establishing the Business Case,The business case establishes the importance of the project to the business in terms of meeting business objectives; Components of a business case: The output unit for

29、the customer of the process, usually the external customer; The primary business measure of the output unit; The baseline of the primary business measure; The gap in the baseline performance with the business objective. The purpose is to establish the need in terms of business objectives - usually e

30、xpressed in financial terms., Max Zornada (2005),Slide 17,Example: Business Case SEFP,Output unit for the External Customer Boxes food product delivered to their customers; Primary Business Measure of the output unit: Unit cost of Packaging in $/Box Baseline of the primary business measure: $23.94 p

31、er box Business Objective: $22.50 per box Gap = $1.44 per box, Max Zornada (2005),Slide 18,Develop a Problem/Opportunity Theme Statement,The problem/opportunity theme statement provides the initial definition of the problem/opportunity area to be pursued; It is on the basis of the problem/opportunit

32、y theme statement that management decide to allocate resources (the problem solving team) and time to develop a project team charter and determine whether the problem/opportunity is worth pursuing., Max Zornada (2005),Slide 19,Problem/Opportunity Theme Statement,What is the area of concern? What fir

33、st brought this problem or opportunity to the attention of your business?,What impact has this problem already had? What evidence is there that it is a problem worthy of attention?,What will happen if the business does not address this problem?,Summary problem statement (summarise the above in a con

34、cise statement).,Project Title:, Max Zornada (2005),Slide 20,Problem Statements,Problem Statements should ideally describe the following:- What is wrong? Where is the problem appearing? How big is the problem? (Quantify) What is the impact of the problem on the business. What problem statement shoul

35、d not do:- State and opinion of what is wrong; Describe the cause of the problem; Assignment blame or responsibility for the problem; Describe a solution; Combine several problems into one., Max Zornada (2005),Slide 21,Identifying the problem,Developing a problem statement: What is the deviation - s

36、hould vs actual? What is the symptom? Be specific in what it is and what it is not; What is it? vs. what is it not? Where is it? vs. where could it also be but is not? When does it occur vs. when does it not occur? How many? How big?, Max Zornada (2005),Slide 22,Problems as deviations,What should be

37、 happening,What is happening,What is happening = What should be happening No Problem!,What is happening different to What should be happening = Problem!, Max Zornada (2005),Slide 23,Problems with Problem Statements Disguised Solutions!,Were experiencing delays in putting sales data in an understanda

38、ble form. We have to purchase or otherwise obtain the necessary additional equipment. Turnover in the department is 20% higher than company average. Marketing reported a sudden increase in customer complaints about our product. We need to redesign our main product to make it more modern? We must ide

39、ntify the specific training required to correct this performance. Error rates in the past two months are unacceptably high. We need to stream line the ordering process., Max Zornada (2005),Slide 24,DMAIC Process Storyboard,TEAM FORMATION,DEFINE,MEASURE,ANALYSE,IMPROVE - I : Generate Potential Soluti

40、ons,CONTROL - Standardise,FUTURE PLANS,Define, Measure, Analyse, Improve, Control,Objective: Identify and implement the measures required to establish baseline performance and quantify the opportunity.,Output: Team Project Charter, Work Plan, Measurable Customer Requirements, Process Map/Process Ana

41、lysis,Objective: Identify and verify the root cause(s) of the problem.,Output: Root cause(s) identified.,Objective: Determine possible solutions that will address the identified root cause(s) of the problem.,Action Plan,Step 1,Step 2,Step 3,Step 4,Step 5,Step 6,Output: Preferred solution or counterm

42、easures,Key Steps:-,Generate potential solutions Assess potential solutions Select preferred solution Test/Pilot preferred solution Develop implementation plan,Objective: Implement the preferred solution. Confirm that the problem and its root cause(s) have been reduced or eliminated.,Output: Confirm

43、ation that the best solution to eliminate the problem & its root cause(s) has been implemented.,Key steps:-,Implement preferred solution Verify effectiveness Apply comparative methods if necessary.,Objective: Prevent the problem and its root cause from recurring.,Output: Solution embedded and “routi

44、nised” in relevant process, procedures and standards.,Key steps:-,Standardise the solution (standards & procedures) Document project Implement scorecard Implement controls,Objectives: Review team effectiveness, plan to address remaining issues and institutionalise the learning.,Output: Recommendatio

45、ns for future projects and improvements to team processes. Project documentation and learnings “pack”,Potential Solutions,IMPROVE - II: Implement and Check,Objective: Define the Problem/Opportunity, Customers, Customer Requirements, and Process.,Output: A quantified picture of the current process pe

46、rformance, problem impact. The process sigma rating.,Objective: Select problem/ opportunity theme, select team members,Output: Problem/Opportunity selected, Team members selected.,Develop business case Develop project team charter Understand Customer Requirements Understand the Process.,Determine wh

47、at to measure Understand the measures Understand Variation Assess measurement system Assess process performance,Key Steps:-,Key Steps:-,Flowchart,Team charter,Run chart or control chart,Analyse data Analyse process Determine potential root causes Hypothesis Testing Verify root causes,Key Steps:-,Key

48、 Steps:-,Review remaining project opportunities Review other applications Review learnings, Max Zornada (2005),Slide 25,The Define Stage,During the Define Stage, we: Define our problem or opportunity and improvement objectives; Define the customers and their requirements - the Critical-to-Quality is

49、sues (CTQ); Define the process that will be affected; Develop a plan for completing the project; Key outputs of the Define Stage: Team Project Charter and Work Plan Measurable Customer Requirements - Customer Requirements Statement Process Map/Process Analysis., Max Zornada (2005),Slide 26,Process,Green Belt,Champion,Start Date,Expected Financial Impact,Telephone Number,Organization/Function,Target Completion Date,Six Sigma Project Team Charter,Project Title,